Public Document Pack North Devon Council Brynsworthy Environment Centre Barnstaple North Devon EX31 3NP

K. Miles Chief Executive.

To: All Members of the Council and Chief Officers

NOTE: PLEASE NOTE THAT PRAYERS WILL BE SAID AT 5.55 P.M. PRIOR TO THE COUNCIL MEETING FOR ANY MEMBER WHO WISHES TO ATTEND

COUNCIL MEETING

YOU ARE HEREBY SUMMONED to attend a meeting of NORTH DEVON COUNCIL to be held in the Brynsworthy Environment Centre on WEDNESDAY, 26TH FEBRUARY, 2020 at 6.00 pm.

Chief Executive

AGENDA

1. Apologies for absence

2. To approve as a correct record the minutes of the meeting held on 15th January 2020 (attached) (Pages 9 - 18)

3. Chair's announcements

4. Business brought forward by or with the consent of the Chair

5. Replies to any questions submitted by the Public and/or to receive Petitions under Part 4, Council Procedures Rules, Paragraphs 8 and 9 of the Constitution (a) Funding for South Molton Swimming Pool. To receive a petition from Kilmeny MacBride containing 1132 valid signatures stating “We the undersigned petition the Council to reinstate funding for South Molton Swimming Pool in order to at least restore previous opening hours for public swimming.”

6. To consider motions of which notice has been submitted by Members in accordance with Part 4, Council Procedure Rules, Paragraph 11 of the

Constitution (Pages 19 - 24) (a) To consider the following notice of motion from Councillor Knight (Background papers attached):

I. An immediate meeting with all parties concerned regarding the routing of the construction traffic, to try and resolve the issues that have been highlighted.

II. The County Council and planning department to provide a new realistic time scale for the works to be completed.

III. The planning department consider an urgent amendment to the local plan, and evaluate the proposal presented.

IV. The County Council to consider urgent action at the next HATOC meeting to expedite changes to the bus gate.

V. The County Council to evaluate the proposal of a slip lane (marked in red) out of the bottom of Old Torrington Road, to aid the traffic trying to leave the area. (diagram/map attached)

VI. The Council in conjunction with the County Council, need to formulate an action plan suggesting ways to deliver the highway infrastructure improvements that are already detailed in the local plan.

7. Declarations of Interest (NB. Members only need to re-declare any interests previously declared at Committee and Sub-Committee meetings if the item is discussed at Council).

8. Chair's replies to any questions to Council by Members submitted under Part 4, Council Procedures Rules, Paragraph 10 of the Constitution

9. To agree the agenda between Part 'A' and Part 'B' (Confidential Restricted Information).

PART A

10. Report of the Leader of the Council (Pages 25 - 26) Report by Leader of the Council (attached).

11. Questions by Members Questions to the Leader or the Chair of a Committee submitted under Part 4, Council Procedure Rules, paragraph 10.4 of the Constitution.

12. Performance and Financial Management Quarter 3 of 2019/20 (Pages 27 - 66)

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(NOTE: A copy of the report that was considered by the Strategy and Resources Committee on 3rd February 2020 is attached).

(a) Report of the Policy Development Committee (Pages 67 - 68) To receive the report of the Policy Development Committee held on 13th February 2020 (attached).

(b) Report of meeting of the Strategy and Resources Committee (Pages 69 - 70) To receive the report of the meeting of the Strategy and Resources Committee held on 3rd February 2020 (attached).

13. Review of Charges and Fees for Services 2020/21 (Pages 71 - 124) (NOTE: A copy of the report that was considered by the Strategy and Resources Committee on 3rd February 2020 is attached).

(a) Pannier Market Traders Committee consultation response (Pages 125 - 126) To receive the Pannier Market Traders Committee consultation response (attached).

(b) Report of meeting of Harbour Board (Pages 127 - 128) To receive the report of the meeting of the Harbour Board held on 4th February 2020 (attached).

(c) Report of the Policy Development Committee (Pages 129 - 130) To receive the report of the Policy Development Committee held on 13th February 2020 (attached).

(d) Report of meeting of the Strategy and Resources Committee (Pages 131 - 132) To receive the report of the meeting of the Strategy and Resources Committee held on 3rd February 2020 (attached).

14. Revenue Budget 2020/21, Capital Programme and Medium Term Financial Strategy 2020-2024 (Pages 133 - 216) Budget Book 2020/21 (attached). (NOTE: A copy of the report that was considered by the Strategy and Resources Committee on 3rd February 2020 is attached).

(a) Report of the Policy Development Committee (Pages 217 - 220) To receive the report of the Policy Development Committee held on 13th February 2020 (attached).

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(b) Report of meeting of the Strategy and Resources Committee (Pages 221 - 222) To receive the report of the meeting of the Strategy and Resources Committee held on 3rd February 2020 (attached).

15. Treasury Management Strategy Statement 2020/21 (Pages 223 - 258) (NOTE: A copy of the report that was considered by the Strategy and Resources Committee on 3rd February 2020 is attached).

(a) Report of the Policy Development Committee (Pages 259 - 260) To receive the report of the Policy Development Committee held on 13th February 2020 (attached).

(b) Report of meeting of the Strategy and Resources Committee (Pages 261 - 262) To receive the report of the meeting of the Strategy and Resources Committee held on 3rd February 2020 (attached).

16. 10 Year Capital Strategy 2020-2030 (Pages 263 - 272) (NOTE: A copy of the report that was considered by the Strategy and Resources Committee held on 3rd February 2020 is attached).

(a) Report of the Policy Development Committee (Pages 273 - 274) To receive the report of the Policy Development Committee held on 13th February 2020 (attached).

(b) Report of meeting of the Strategy and Resources Committee (Pages 275 - 276) To receive the report of the Strategy and Resources Committee held on 3rd February 2020 (attached).

17. Council Tax Resolutions 2020/21 (Pages 277 - 286) Report by Head of Resources (attached).

18. Public Spaces Protection Order in and Around Ilfracombe Harbour (Pages 287 - 302) Report by Harbourmaster (attached).

19. Devon County Council/North Devon Council response to the Climate Declaration Lead Member for Climate Change to report.

20. Appointment of a Devon District Council representative on the Local

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Enterprise Partnership Scrutiny Committee To seek nominations to be put forward.

21. Minutes of Committees Council is recommended to note the schedule of Committee minutes and approve recommendations as listed below:

(a) Building Control Joint Committee (Pages 303 - 308) (i) 23rd January 2020

(b) Governance Committee (Pages 309 - 316) (i) 7th January 2020

(c) Harbour Board (Pages 317 - 322) (i) 4th February 2020 Minute 42: Ilfracombe Harbour – Charges Review 2020-21 (NOTE: This recommendation has been considered under item 14 on the agenda)

(d) Licensing and Community Safety Committee (Pages 323 - 328) (i) 14th January 2020

(e) Policy Development Committee (Pages 329 - 352) (i) 9th January 2020 (ii) 13th February 2020

(f) Strategy and Resources Committee (Pages 353 - 378) (i) 6th January 2020

(i) Minute 86 (c): Approval and Release of Section 106 Public Open Space Funds – Instow and Braunton

(ii) 3rd February 2020

(i) Minute 98 (d): Approval and Release of Section 106 Public Open Space Funds – Berrynarbor. (ii) Minute 101: Council Tax Discounts

PART B (CONFIDENTIAL RESTRICTED INFORMATION) Nil.

If you have any enquiries about this agenda, please contact Corporate and Community Services, telephone 01271 388253

18.02.20

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GUIDANCE NOTES FOR RULES OF DEBATE AT MEETINGS OF COUNCIL

Part 4, Council Procedure Rules of the Constitution

The basics

At a meeting of Full Council, Members shall stand when speaking unless unable to do so and shall address the Chair.

While a Member is speaking, other Members shall remain seated unless rising for a point of order, a point of information or in personal explanation.

No speeches may be made after the mover had moved a proposal and explained the purpose of it until the motion has been seconded.

Unless notice of motion has already been given, the Chair may require it to be written down and handed to him before it is discussed.

When seconding a motion or amendment, a member may reserve their speech until later in the debate.

Speeches must be directed to the question under discussion or to be personal explanation or point of order.

A speech by the mover of a motion may not exceed 5 minutes without the consent of the Chair.

Speeches by other Members may not exceed 3 minutes without the consent of the Chair, unless when the Council’s annual budget is under discussion, the leader of each political group on the Council may speak for up to 5 minutes or such longer period as the Chair shall allow.

The rules of Question Time

At a meeting of the Council, other than the Annual meeting, a Member of the Council may ask the Leader or the chair of a committee any question without notice upon an item of the report of a committee when that item is being received or under consideration by the Council.

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North Devon Council protocol on recording/filming at Council meetings

The Council is committed to openness and transparency in its decision-making. Recording is permitted at Council meetings that are open to the public. The Council understands that some members of the public attending its meetings may not wish to be recorded. The Chairman of the meeting will make sure any request not to be recorded is respected.

The rules that the Council will apply are:

1. The recording must be overt (clearly visible to anyone at the meeting) and must not disrupt proceedings. The Council will put signs up at any meeting where we know recording is taking place.

2. The Chairman of the meeting has absolute discretion to stop or suspend recording if, in their opinion, continuing to do so would prejudice proceedings at the meeting or if the person recording is in breach of these rules.

3. We will ask for recording to stop if the meeting goes into ‘part B’ where the public is excluded for confidentiality reasons. In such a case, the person filming should leave the room ensuring all recording equipment is switched off.

4. Any member of the public has the right not to be recorded. We ensure that agendas for, and signage at, Council meetings make it clear that recording can take place – anyone not wishing to be recorded must advise the Chairman at the earliest opportunity.

5. The recording should not be edited in a way that could lead to misinterpretation or misrepresentation of the proceedings or in a way that ridicules or shows a lack of respect for those in the recording. The Council would expect any recording in breach of these rules to be removed from public view.

Notes for guidance:

Please contact either our Corporate and Community Services team or our Communications team in advance of the meeting you wish to record at so we can make all the necessary arrangements for you on the day.

For more information contact the Corporate and Community Services team on 01271 388253 or email [email protected] or the Communications Team on 01271 388278, email [email protected].

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North Devon Council offices at Brynsworthy, the full address is: Brynsworthy Environment Centre (BEC), Roundswell, Barnstaple, Devon, EX31 3NP.

Sat Nav postcode is EX31 3NS.

At the Roundswell roundabout take the exit onto the B3232, after about ½ mile take the first right, BEC is about ½ a mile on the right.

Drive into the site, visitors parking is in front of the main building on the left hand side.

On arrival at the main entrance, please dial 8253 for Corporate and Community Services.

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Agenda Item 2 Council - 15 January 2020

NORTH DEVON COUNCIL

Minutes of a meeting of NORTH DEVON COUNCIL held at Barum Room - Brynsworthy on Wednesday, 15th January, 2020 at 6.00 pm

PRESENT: Members:

Councillor Biederman (Chair)

Councillors Barker, Bulled, Bushell, Cann, Davies, Henderson, Hunt, Knight, Lane, Leaver, Lofthouse, Luggar, Mack, Mackie, Orange, Pearson, Phillips, Prowse, Roome, D. Spear, L. Spear, Topham, Topps, Tucker, Walker, Worden, Yabsley, York and Jenkins

Officers:

Chief Executive, Head of Resources and Senior Solicitor/Monitoring Officer

82. APOLOGIES FOR ABSENCE

Apologies for absence were received from Councillors Campbell, Chesters, Davis, Fowler, Gubb, Ley, Lovering, Patrinos, Saxby, Turton and Wilkinson.

83. TO APPROVE AS A CORRECT RECORD THE MINUTES OF THE MEETING HELD ON 20TH NOVEMBER 2019 (ATTACHED).

RESOLVED that the minutes of the meeting held on 20th November 2019 (circulated previously) be approved as a correct record and signed by the Chair.

84. CHAIR'S ANNOUNCEMENTS

(a) Honorary Alderman Albert Cook

The Chair advised Council that Honorary Alderman Albert Cook had sadly passed away on 7th January 2020 and his funeral would take place on Friday 24th January 2020 at 12.00 pm at Filleigh. As a former North Devon Councillor, he had served the FIlleigh ward for over 50 years, starting in local government in 1961. He was first elected to North Devon District Council in 1974 and served to 2011 and during this time was Chair and Vice-Chair of Council.

Council stood in silence for one minute in memory of Albert Cook. Councillor Worden, as Leader of the Council, addressed Council and remembered working alongside Albert during the 1960’s and 1970’s. He had real integrity and was a nice gentleman. He also worked for the former MP Jeremy Thorpe and had served as a JP and Chair of the South Molton Bench for many years. He was very proud of his great nephew Alastair Cook who had captained the England Cricket

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team. He was a champion of agricultural and had been very active. His passing was a great loss.

Councillor Yabsley echoed Councillor Worden’s sentiments and advised that he was a great member of the community and agricultural community and would be much missed.

Councillor Prowse, Leader of the Independent Group, recollected his memories of Albert when he was Chair of the Liberal Association. He had only lost one election, which was a Devon County Council election. He was a great champion for his community and would be sadly missed.

(b) Political Speed Dating event at West Buckland

The Chair thanked those Councillors who had taken part in the Political Speed Dating Event on 13th January 2020 at West Buckland school. It had been an enjoyable event enjoyed by both students and Councillors.

(c) ChemoHero – Item 11

The Chair advised that unfortunately Lisa Wallis was not well and unable to attend to give a presentation regarding ChemoHero under item 11 on the agenda. Lisa was a young, inspirational mum who had set up the Charity ChemoHero which gave “Kindness in a Box” to people who had been diagnosed with cancer. He urged Councillors to look at the ChemoHero website to understand the role of the charity as each Councillor would have a member of their ward who had received such a box. It was anticipated that Lisa would be able to attend the next meeting of Council.

85. BUSINESS BROUGHT FORWARD BY OR WITH THE CONSENT OF THE CHAIR

There were no items of business brought forward by or with the consent of the Chair.

86. REPLIES TO ANY QUESTIONS SUBMITTED BY THE PUBLIC AND/OR TO RECEIVE PETITIONS UNDER PART 4, COUNCIL PROCEDURES RULES, PARAGRAPHS 8 AND 9 OF THE CONSTITUTION

There were no questions and/or Petitions submitted by the Public under Part 4, Council Procedure Rules, Paragraphs 8 and 9 of the Constitution.

87. TO CONSIDER MOTIONS OF WHICH NOTICE HAS BEEN SUBMITTED BY MEMBERS IN ACCORDANCE WITH PART 4, COUNCIL PROCEDURE RULES, PARAGRAPH 11 OF THE CONSTITUTION

(a) To consider the following notice of motion from Councillor Pearson

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Councillor Pearson presented her notice of motion to Council.

It was moved by Councillor Pearson and seconded by Councillor Davies that the notice of motion be adopted.

RESOLVED that North Devon Council:

(i) acknowledges the efforts that this Council is making to reduce greenhouse gas emissions and promote renewable energy;

(ii) recognises that councils can play a central role in creating sustainable communities, particularly through the provision of locally generated renewable electricity;

(iii) further recognises that very large financial setup and running costs involved in selling locally generated renewable electricity to local customers result in it being impossible for local renewable electricity generators to do so; that making these financial costs proportionate to the scale of a renewable electricity supplier’s operation would create significant opportunities for councils to be providers of locally generated renewable electricity directly to local people, businesses and organisations; and that revenues received by councils that become local renewable electricity providers could be used to help fund local greenhouse gas emissions reduction measures and to help improve local services and facilities;

(iv) accordingly resolve to support the reintroduction of the Local Electricity Bill, which was supported by a cross-party group of 115 MPs of the previous parliament and which, if made law, would make the setup and running costs of selling renewable electricity to local customers proportionate by establishing a Right to Local Supply; and

(v) inform the local media of this decision, write to local MPs, asking them to support the Bill and write to the organisers of the campaign for the Bill, Power for People, (at 8 Delancey Passage, Camden, London NW1 7NN or [email protected]) expressing its support.

(b)To consider the following notice of motion from Councillor Walker

Councillor Walker presented her notice of motion to Council. She advised Council that the Council would be unable to send out information with each Council Tax bill this year as it was too late, however consideration could be given to undertaking further work and obtaining sponsorship to raise awareness of fraud and scams.

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It was moved by Councillor Walker and seconded by Councillor D. Spear that the notice of motion be referred to the next meeting of the Policy Development Committee to consider undertaking further work on frauds and scams.

RESOLVED that the notice of motion “this Council is aware that fraud often, referred to as scams are on the increase, particularly amongst the more vulnerable groups in our society, particularly those who may not have be overly familiar its the internet. To help combat this growing concern, this Council will include information from the Take Five to stop fraud initiative with each Council Tax bill” be referred to the next meeting of the Policy Development Committee to consider undertaking further work on frauds and scams.

88. DECLARATIONS OF INTEREST

There were no declarations of interest received.

89. CHAIR'S REPLIES TO ANY QUESTIONS TO COUNCIL BY MEMBERS SUBMITTED UNDER PART 4, COUNCIL PROCEDURES RULES, PARAGRAPH 10 OF THE CONSTITUTION

There were no questions submitted to Council by Members under Part 4, Council Procedures Rules, Paragraph 10 of the Constitution.

90. HONORARY ALDERWOMAN

In pursuance to the extraordinary meeting held on 25th September 2019, Councillor Biederman presented Faye Webber with a certificate in recognition of her appointment as an Honorary Alderwoman.

Mrs Webber thanked the Council for her appointment as an Honorary Alderwoman which was a great honour. She had been the longest serving Councillor for North Devon Council of 46 years and she believed she was the first woman to be appointed as an Honorary Alderwoman.

91. CHEMOHERO

In pursuance to minute 84 (c), this item had been deferred.

92. REPORT OF THE LEADER OF THE COUNCIL

Council noted a report by the Leader of the Council (circulated previously) regarding work that had been undertaken since the last Council meeting.

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93. COUNCIL TAX REDUCTION NEW INCOME-BANDED SCHEME

Council considered the Council Tax Reduction New Income-Banded Scheme report to the Strategy and Resources Committee on 2nd December 2019 (circulated previously).

(a) Report of the Policy Development Committee Council noted the Policy Development Committee’s report on the Council Tax Reduction New Income-Banded Scheme (circulated previously). (b) Report of meeting of the Strategy and Resources Committee Councillor Worden, Chair of the Strategy and Resources Committee reported the recommendations of the Strategy and Resources Committee on the Council Tax Reduction New Income-Banded Scheme (circulated previously).

It was moved by Councillor D. Spear and seconded by Councillor Hunt that “minute 72 of the meeting of the Strategy and Resources Committee on 2nd December 2019 be adopted”.

In response to a question, the Head of Resources advised that the reduction applied to the total Council Tax bill.

RESOLVED that minute 72 of the meeting of the Strategy and Resources Committee on 2nd December 2019 be adopted. 94. QUESTIONS BY MEMBERS

There were no questions submitted to the Leader or the Chair of a Committee under Part 4, Council Procedure Rules, paragraph 10.4 of the Constitution.

95. DEVON COUNTY COUNCIL/NORTH DEVON COUNCIL RESPONSE TO THE CLIMATE DECLARATION

Council received an update from the Lead Member for Climate Change regarding actions that had been undertaken since the last meeting of the Council. The last meeting of the Working Group had taken place on 10th January 2020 and there had not been an opportunity to produce a written report following the outcomes of this meeting. However, in future a written report would be provided for future Council meetings. Progress had been made on the Devon Carbon Reduction Plan and data had been collected to provide evidence which had been submitted to the University of Exeter. This data would be used to formulate the Council’s carbon footprint. Devon County Council had sent an invitation to all Devon residents to “call for evidence” and requested that they submit their ideas about how Devon can reduce carbon emissions can be reduced. An email would be circulated to all Councillors shortly to provide further information. A meeting would be held with the

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Communications Manager to discuss the Council’s communication and leadership role in providing information. Consideration was being given to organising a Climate Action Week of events, similar to that held at Totnes. The first steps were to ascertain which organisations would wish to be involved. The deadline for comments on the draft action plan was today, which would then be forwarded to the Policy Development and Strategy and Resources Committee for approval.

96. COUNCIL TAX BASE 2020/21

Council considered a report by the Head of Resources (circulated previously) regarding the Council Tax Base 2020/21.

In response to a question regarding how the Council’s collection rates compared nationally, the Head of Resources advised that the collection rate had been set at 97.5%, whereby the national collection rate was around 97%.

In response to a question regarding –A banding, the Head of Resources advised that this rate was for disabled band reduction.

It was moved by Councillor Roome and seconded by Councillor Lane that “the recommendations in the report be adopted.”

RESOLVED:

(a) that the report for the calculation of the Council Tax Base for 2020/21 by the Head of Resources be approved;

(b) that pursuant to the report and in accordance with the Local Authorities (Calculation of Council Tax Base) (England) Regulations 2012, the amount calculated by North Devon District Council as its schedule for 2020/21 shall be as shown on the schedule to the report.

97. PROPOSED COMMITTEE TIMETABLE FOR 2020/21

Council considered a report by the Senior Corporate and Community Services Officer (circulated previously) regarding the proposed committee timetable for 2020/21.

In response to a question regarding scheduling meetings of the Climate Action Team, the Chief Executive advised that the timetable included formal Council and Committee meetings of the Council only. The Action Team could set dates of future meetings. Committees also had power to change time or dates of meetings if required.

Council discussed the difficulty of Councillors attending evening meetings commencing at 6.00 pm due to the current works being undertaken on the North Devon Link Road and of Councillors working not being able to attend daytime meetings.

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In response to a question regarding cost implications of holding evening meetings, the Head of Resources advised that officers attending to support evening meetings would accrue additional flexi-time or Time Off in Lieu for meetings after 8.00 pm.

It was moved by Councillor Bushell and seconded by Councillor Luggar “that the timetable of Council and Committee meetings for 2020/2021 as detailed in Appendix A be adopted subject to for a trial period of 12 months the time of Council and Governance Committee meetings being changed to 6.30 p.m. and times of Policy Development Committee meetings being scheduled to alternate between 10.00 am and 6.30 p.m.”

RESOLVED that the timetable of Council and Committee meetings for 2020/2021 as detailed in Appendix A be adopted subject to for a trial period of 12 months:

(a) the time of Council and Governance Committee meetings being changed to 6.30 p.m.; and

(b) times of Policy Development Committee meetings being scheduled to alternate between 10.00 am and 6.30 p.m..

98. BRIDGE TRUST

Councillor Lofthouse declared a personal interest as a trustee in his own right.

It was moved by Councillor Worden and seconded by Councillor Tucker “that Councillors Biederman and Prowse be appointed as Trustees to serve on the Bridge Trustee Board for a term of four years.”

RESOLVED that Councillors Biederman and Prowse be appointed as Trustees to serve on the Bridge Trustee Board for a term of four years.

99. POLICY DEVELOPMENT AND GOVERNANCE COMMITTEES - APPOINTMENTS FOR 2019/20

Councillor Yabsley advised that following the change in the time of Policy Development Committee meetings, Councillor Luggar had requested to remain on the Committee. Therefore, no change to the membership of the Policy Development Committee was required.

It was moved by Councillor Yabsley and seconded by Councillor D. Spear “that Councillor Luggar be appointed to the Governance Committee in place of Councillor Saxby for the 2019/20 municipal year.”

RESOLVED that Councillor Luggar be appointed to the Governance Committee in place of Councillor Saxby for the 2019/20 municipal year.

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100. MINUTES OF COMMITTEES

(a) Building Control Joint Committee RESOLVED that the following minutes of the Building Control Joint Committee (circulated previously) be noted and adopted as follows:

(i) 31st October 2019 (b) Governance Committee RESOLVED that the following minutes of the Governance Committee (circulated previously) be noted and adopted as follows:

(i) 5th November 2019 (c) Harbour Board RESOLVED that the following minutes of the Harbour Board (circulated previously) be noted and adopted as follows:

(i) 12th November 2019 (A) Minute 29: Ilfracombe Harbour – Charges Review 2020-2021 (B) Minute 30: Designated Person Role (d) Planning Committee RESOLVED that the following minutes of the Planning Committee (circulated previously) be noted and adopted as follows:

(i) 13th November 2019 (ii) 3rd December 2019 (iii) 11th December 2019 (e) Policy Development Committee RESOLVED that the following minutes of the Policy Development Committee (circulated previously) be noted and adopted as follows:

(i) 9th December 2019

Councillor Prowse advised that Parish Councils had received notification that the Northern Devon Healthcare Trust and Royal Devon and Exeter Boards had agreed to explore joining together on a more formal basis.

Councillor Spear, Chair of the Policy Development Committee advised that the Committee would consider the proposals

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during the consultation period. (f) Strategy and Resources Committee RESOLVED that the following minutes of the Strategy and Resources Committee (circulated previously) be noted and adopted as follows:

(i) 2nd December 2019 (A) Minute 76: Acquisition of Corporate Property 101. EXCLUSION OF PUBLIC AND PRESS AND RESTRICTION OF DOCUMENTS

RESOLVED:

(a) That, under section 100A(4) of the Local Government Act 1972, the public and press be excluded from the meeting for the following item as it involved the likely disclosure of exempt information as defined by Paragraph 2 of Part 1 of Schedule 12A of the Act (as amended from time to time), namely information which is likely to reveal the identity of an individual;

(b) That all documents and reports relating to the item be confirmed as “Not for Publication”.

102. OMBUDSMAN'S REPORT 19 005 366

Council considered a report by the Monitoring Officer (circulated previously) regarding the conclusion reached by the Local Government and Social Care Ombudsman on 6th December 2019 (reference 19 005 366).

It was moved by Councillor Barker and seconded by Councillor Walker “that the recommendation in the report be adopted.”

RESOLVED that the Ombudsman report be noted.

Chairman The meeting ended at 7.05 pm

NOTE: These minutes will be confirmed as a correct record at the next meeting of Council.

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Motion to Council to safeguard the crematoriums viability.

This Council is extremely concerned about the traffic congestion that already exists in Old Torrington Road, Sticklepath hill and the Cedars Roundabout. Vehicles find it extremely difficult to leave the area at busy times, and this will be greatly compounded by the construction and development of Larkbear Phase 1.

The traffic congestion is appalling when large funerals take place, as queues stretch from the crematorium to the roundabout at the top of Sticklepath Hill. It is completely inappropriate to have one of the largest chapels in England, with such limited highway access, and the residents in Roundswell and surrounding areas have had enough.

In planning approval for Larkbear 61119 the minutes state that;

‘the delegated authority given to the Chief Planning Officer to apply appropriate conditions in consultation with Ward Members and that the following conditions be reflected in the s106 heads of terms in relation to the timescales to provide the relocation of the bus gate : a) within three months of the issuing of the decision notice, the applicants engage with the Crematorium to gain their views on the location, type and form of the required bus gate; b) within three months of the issuing of the decision notice the applicants submit a traffic regulation order application to Devon County Council; c) within nine months of the issuing of the decision notice the applicants construct a bus gate.’ (Deadline 26 June 2020)

Part a & b have failed to be delivered, as the developer has not provided a full detailed drawing for the Gratton Way access . The deadline for part a & b was 26th December, and there has been no consultation with the crematorium. Devon county council have recently exclaimed that the process could take another year from now, as the traffic order has to be presented to several committees, and then go to public consultation.

In the section 106 agreement, Schedule 6 of Planning Application 61119 – the County’s obligation to the owners states that;

‘The County Council covenants to allow the Owners the continued and uninterrupted use of the Existing Gratton Way Bus Gate for the purposes of construction traffic for constructing the development until such time as the Development is practically completed.’

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Here lies a serious anomaly within the planning documents and the agreements that have been set out in them. The current existing bus gate in Gratton Way is too small to be any use for the developer to route large construction vehicles through it. Once the traffic order is advertised to reposition the bus gate, Devon County Council have said that one access point will have a new bus gate system installed. If the bus gate stays in Gratton Way the developer will not have any access to Gratton Way for construction traffic.

The development has now started, and nothing definitively concrete has been agreed as to how to deal effectively with the construction traffic, and the additional traffic movements which will result from the extra 234 houses. Fremington and Bickington have grown considerably, and are suffering from endless queues of traffic, and the hole situation is unsustainable.

STATEMENT

This Council believes that it is not acceptable for construction traffic to be directed up Old Torrington Road to Sticklepath Hill. This area and its neighbouring wards are extremely congested already, and the extra traffic will seriously harm public amenities.

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Regardless of the repositioning of the bus gate within Gratton Way or Old Torrington Road, and any hypothetical timescales attached to the traffic order.

(marked in orange and blue respectively on the attached map)

Neither access road in its own right, has the adequate capacity at their junction with the wider highway network to enable the extra traffic to leave the area efficiently. The added complications of the fluctuating funeral traffic only compound the issue.

This council proposes the immediate evaluation of a slip road out of the bottom of Old Torrington Road to join the A39, to relieve the traffic congestion around Sticklepath hill and the Cedars roundabout. More importantly to safeguard the viability of the crematorium to deliver its services effectively, avoiding severe traffic congestion which will harm its tight schedules that it works to.

The Crematorium should have at the least, emergency access to shut down the new bus gate system, to relieve extreme traffic congestion, and to protect its services.

ACTIONS

This Council urgently requests:

a) An immediate meeting with all parties concerned regarding the routing of the construction traffic, to try and resolve the issues that have been highlighted. b) The County Council and planning department to provide a new realistic time scale for the works to be completed. c) The planning department consider an urgent amendment to the local plan, and evaluate the proposal presented. d) The County Council to consider urgent action at the next HATOC meeting to expedite changes to the bus gate. e) The County Council to evaluate the proposal of a slip lane (marked in red) out of the bottom of Old Torrington Road, to aid the traffic trying to leave the area. (diagram/map attached) f) The Council in conjunction with the County Council, need to formulate an action plan suggesting ways to deliver the highway infrastructure improvements that are already detailed in the local plan.

Councillor David Knight.

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NORTH DEVON COUNCIL

COUNCIL 26TH FEBRUARY 2020

LEADER’S REPORT

Since our Full Council meeting last month quite a lot has happened. The official turf cutting has taken place regarding the North Devon Enterprise Centre and the building is being erected at quite a swift pace. One Barnstaple organised a series of wellbeing workshops on February 5th which was held in various NDC venues across Barnstaple including the Queens Theatre, the Museum, and the Leisure Centre. We opened a state-of-the-art artificial grass pitch (AGP) during the Devon Ability Games at Tarka Tennis Centre, Barnstaple on Wednesday 5 February 2020. It was good to see so many young people taking part in what was an excellent event. Devon’s Tilly Robinson, who has recently been selected to play for the GB Wheelchair Rugby team, was asked to cut the ribbon to officially open the AGP. The Museum of Barnstaple and North Devon is now fully open again. From Saturday 1st February the new extension was opened for access to the shop, exhibition gallery and social history gallery with the older building being reopened after it’s refurbishment on 15th February just in time for half term. A new exhibition showing the work of British photographer James Ravilious entitled “An Eye for Life” showing black and white photos of rural life in North Devon is on display along with the new annual ‘Documentary Photograph Open’ competition. Housing wise the post-Christmas surge in demand continues. Currently there are more than 50 new approaches to our Housing Options team each week. The Safe Sleep scheme is operating nightly from the Salvation Army Hall in Barnstaple. This has not been without its challenges. However, on 27th January we were notified that our bid for the Rough Sleeper Initiative and Rapid Re Housing Funding has been successful. We will receive a grant of £350,000 to sustain our interagency collaboration (with health, social services, etc). We are looking to work more in Partnership with North Devon Homes and hopefully provide opportunities to help transform some of our areas where there are real housing and health needs. Improvements are being made to our waste and recycling service. We have a trial starting shortly for one round in Fremington using ‘Glass Only’ boxes. We are looking at the times in and out of the depot for both black and recycling crews with a view to trying to reduce overtime budgets. A Bartec upgrade for the in-cab technology has just taken place which we hope will resolve some of the issues reported by the crews and the Vanguard review team. We need to improve our recruitment process to reduce our dependency on Agency staff and we are monitoring carefully our fleet of vehicles. We continue to have supervisor and crew update meetings. The recent meeting of the South West Councils focused on transformational change that will bring prosperity to those struggling in our region and deliver a boost to the economy. The mission is to transform the fortunes of our region which has a population the size of Wales and with an economy of £64 billion which is bigger than Greater Manchester. Poor social mobility –among the worst in the UK –and

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deprivation are the reality in some parts of North Devon. We need to seek Government recognition and support to help transform our green and blue economy so that it delivers a secure and prosperous future for all our communities. Also at the meeting we were briefed about Asylum seekers and the MENA (the government scheme regarding resettlement of particularly Syrian refugees). Since then I have attended a meeting with a collective of community sponsorship groups at Taunton who were celebrating the successes in supporting refugee families in the South West. I have also met with Steve Baker of the Pickwell Foundation who has been very much involved with the Syrian families who have been resettled in North Devon. The recent HotSW meeting discussed the productivity strategy for the South West which has the ambition to double the size of the economy over 20 years and to produce the UK’s first net zero carbon economy. Devolution is very much back on the agenda after the Queen’s Speech when the Government announced that it would bring forward a Devolution White Paper. We wait to hear further details. The direction of travel also appears to be towards councils working more closely together and in some cases taking steps to amalgamate. We are discussing with Ilfracombe members and the town council how to proceed with a water sports centre. This will involve development at the Cove and Larkstone area. The inaugral meeting of the Northern Devon Futures Partnership took place at Petroc on Friday February 14th. The aim is to develop a Northern Devon-wide (the geographical area of North Devon and Torridge Districts) perspective and to develop consensus and common purpose in the best interests of the area as a whole. Members of the partnership include representatives of many groups including Petroc, the County Council, Business, NDC, Torridge Council, the M.P’s, Health services, Police and North Devon Homes. Please support the week of activities highlighting climate change and environment issues initiated by NDC’s climate action team. It begins on March 22nd and events are being organised in various parishes in North Devon. Special thanks this month goes to Jon Triggs and his team for preparing all the papers for this year’s budget. It is a mammoth task. We welcome Stephen Baker, Chief Executive of East Suffolk Council, Councillor Anita Lower Liberal Democrat Leader of Newcastle City Council, John Richardson, Strategic Director from Blaby District Council, Verna Connolly Executive Manager, People and Organisational Development at Hastings Borough Council and Robert Hathaway of LGA Peer Challenge Manager for the Corporate Peer Review commencing 25th February.

David Worden.

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Open NORTH DEVON COUNCIL REPORT TO: STRATEGY AND RESOURCES Date: 3rd February 2020 TOPIC: PERFORMANCE and FINANCIAL MANAGEMENT QUARTER 3 of 2019/20

REPORT BY: HEAD OF RESOURCES

1 INTRODUCTION

1.1 This is one of the series of regular quarterly reports on the council's overall operational and financial performance. The report covers financial as well as operational performance. It mainly covers the quarter from October to December 2019.

1.2 Section 4 deals with headline financial performance. More detailed performance information is available in Appendix E.

2 RECOMMENDATIONS

2.1 That the actions being taken to ensure that performance is at the desired level be noted.

2.2 That the contributions to/from earmarked reserves be approved (section 4.2)

2.3 That the movements on the Strategic Contingency Reserve (section 4.3) be noted.

2.4 That council approve the variations to the Capital Programme 2019/20 to 2021/22 (sections 4.4.3 to section 4.4.5)

2.5 That funds are released for the capital schemes listed in section 4.4.12

2.6 That Executive notes the sections dealing with Treasury Management (section 4.5), and Debt Management (sections 4.6 and 4.7).

3 REASONS FOR RECOMMENDATIONS

3.1 To ensure that appropriate action is taken to allow the council to meet its objectives.

3.2 To inform members of actual results compared to the approved Corporate Plan, as well as progress in delivering service within the revenue budget and Capital Programme.

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4 PRIORITY – RESOURCES 4.1 Revenue

4.1.1 The revenue budget for 2019/20 was approved at Council on 25th February 2019 at £12,518,000.

4.1.2 As at 31st December 2019, the latest forecast net expenditure is £12,512,000, which produces a forecast budget surplus of £6,000. (Quarter 2 was a forecast budget deficit of £87,000). Details are shown in Appendix A – Variations in the Revenue Budget.

The main variances supporting the £93,000 positive movement from quarter two to quarter three includes savings within the following areas:

 Temporary Accommodation

 ICT Software and Devon WAN contract

4.1.3 The original budget for 2019/20 included a forecast to achieve £239,000 worth of salary vacancy savings. This was reduced to £214,000 as a result of a virement in respect of the redesign of the salary pay structure. The current position forecasts this will be exceeded by £17,000.

4.1.4 A review of procedures and processes within Works and Recycling was carried out at quarter two and we set targeted spend in respect of the vehicle workshop, challenging resources across all Works & Recycling manual sections and to reduce sickness levels. As a result of these changes we factored in a reduction in overtime and agency costs within the quarter 2 projections, I am pleased to report the current figures indicate that these targeted reductions are being achieved, although it will continue to be closely monitored until the end of the financial year.

4.1.5 The sale of recyclable material continues to be an uncontrollable variable where we have recently seen a reduction to zero for glass and cardboard, although the sale price of plastic has increased significantly. The continued volatility remains a risk on-going and will be monitored closely.

4.1.6 At the 31st December 2019, we are still assuming a £200,000 increase to business rates growth already factored into the budget, the growth is now estimated to be £1,702,000.

4.1.7 At the 31st December 2019 total external borrowing was £1.250m. The timing of any future borrowing is dependent on how the authority manages its treasury activity and due to current low interest rates and reduced returns on investments it is prudent for the Council to ‘internally borrow’ and use these monies to fund the Capital Programme.

4.1.8 The recommended level of general fund balance is 5%-10% of the council’s net revenue budget (£626,000 to £1,252,000). The forecast general fund reserve at 31 March 2020 is £1,161,000, which is a level of 9.3%.

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4.2 Earmarked Reserves 2019/20

4.2.1 “Appendix B – Movement in reserves and balances” details the movements to and from earmarked reserves in 2019/20.

4.3 Strategic Contingency Reserve

4.3.1 Full details of the Strategic Contingency Reserve movements and commitments are attached as “Appendix C – Strategic Contingency Reserve”.

4.4 Capital

4.4.1 The 2019/20 to 2021/22 Capital Programme is attached as “Appendix D – Capital Programme”.

4.4.2 The Budget and Financial Framework report to Executive 4th February 2019 outlined the Capital Programme for the 2019/20 financial year of £9,609,022. Project under spends of £1,233,798 were brought forward from 2018/19 year and further variations of £14,709,899, (£14,653,118) and (£1,888,359) were approved as part of the performance and financial management reports to Strategy and Resources on 3rd June, 5th August and 4th November 2019 to produce a revised Capital Programme of £9,011,242.

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4.4.3 Further variations of (£908,967) are proposed to the 2019/20 Capital Programme as follows: . Other variations (+ and -) to 2019/20 Capital Programme – £580,524

Scheme Amount (£) Notes

CCTV Service 115,000 Strategy and Resources committee 02/09/2019

S106 Bishops Nympton 91,958 Strategy and Resources 07/10/2019

S106 Heanton Punchardon & South 120,963 Strategy and Resources Molton 04/11/2019

Acquisition of Land off Frankmarsh, 335,900 Strategy and Resources Barnstaple 02/12/2019

S106 Instow and Braunton 4,020 Strategy and Resources 06/01/2020

S106 Bickington, Ilfracombe and North (30,744) Already included in the S106 Molton capital budget

Wessex Loan and Grant Scheme (56,573) Grant allocated to Disabled Facility Grants

. Project movements (to)/from future years – (£1,489,491)

Scheme Amount (£) Notes

Disabled Facility Grants 115,216 From 2020/21

Leisure Provision at Seven Brethren Bank (204,743) To 2021/22

Watersports Centre (8,196) To 2020/21

Office Technology Reserve (150,000) To 2020/21

ICT improve Back-up and Recovery (216,140) To 2020/21 capabilities

Land Release Fund – Seven Brethren (1,025,628) To 2020/21

 Budget virement (transfer) between projects

Scheme Amount Notes (£)

Vehicle replacement programme (1,790) Virement between projects

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Scheme Amount Notes (£)

Rolling Road – Vehicle workshop 1,790 Virement between projects

Vehicle replacement programme (25,000) Virement between projects

HGV Ramps – Vehicle workshop 25,000 Virement between projects

4.4.4 Further variations of (£528,428) are proposed to the 2020/21 Capital Programme as follows:

 Other variations (+ and -) to 2020/21 Capital Programme £52,920

Scheme Amount Notes (£)

Leisure Centre – Capitalisation of borrowing 52,920 Approved by Full Council as interest part of the original business case

 Project movements (to)/from future years (£581,348)

Scheme Amount Notes (£)

Leisure Provision at Seven Brethren Bank (581,348) To 2021/22

4.4.5 Further variations of £171,413 are proposed to the 2021/22 Capital Programme as follows:

 Other variations (+ and -) to 2021/22 capital programme £171,413

Scheme Amount Notes (£)

Leisure Centre – Capitalisation of borrowing 171,413 Approved by Full Council as interest part of the original business case

4.4.6 The revised Capital Programme for 2019/20 taking into account the budget variations above is £8,102,276.

4.4.7 Actual spend on the 2019/20 Capital Programme, as at 31st December 2019 is £3,795,934.

4.4.8 The overall Capital Programme for 2019/20 to 2021/22 is £31,275,809 and is broken down as follows:

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 2019/20 £8,102,276

 2020/21 £12,433,869

 2021/22 £10,739,664

4.4.9 The Programme of £31,275,809 is funded by Capital Receipts (£14,082,815), External Grants and Contributions (£14,618,838) and Reserves (£2,574,156).

4.4.10 The timing and realisation of capital receipts can be impacted by events beyond the control of the Council and we have been able to manage cash flows for projects through internal borrowing.

4.4.11 We also have authority to borrow from the Public Works Loan Board (PWLB) as outlined in the Treasury Management Annual Investment Strategy and the Council currently has external borrowing of £1,250,000.

4.4.12 Release of Funds – 2019/20 Capital Programme

4.4.13 Once funds have been included in the Capital Programme the Constitution requires a separate decision to release those funds. Accordingly the schemes below need the funds to be released so that spending can start within the following three months:  HGV Ramps £25,000

4.5 Treasury Management

4.5.1 Bank Rate remained at 0.75% during the quarter.

4.5.2 The average 7 day LIBID (inter-bank bid rate), the Council’s benchmark rate at 31st December 2019, was 0.57% (previous year 0.48%).

4.5.3 The return earned on the Council’s investments was 0.72% (previous year 0.54%).

4.5.4 £89,785 investment interest was earned during the three quarter period. (2019/20 interest receivable budget is £70,000)

4.5.5 As at 31st December 2019, the Council had total external borrowing of £1,250,000.

4.5.6 £19,175 interest was paid at an average rate of 2.04% on the PWLB loans during the three quarter period. (2019/20 interest payable budget is £42,000)

4.6 Debt Management

4.6.1 The three major areas of credit income are Council Tax, Business Rates and General Debtors.

4.6.2 As billing authority, the Council annually raises the bills for Council Tax (£50m) and Business Rates (£30m).

4.6.3 Collection rates are controlled through monitoring: . the level of write offs . levels of previous years’ outstanding debt

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. the level of income collection in the year against the annual sums due to be collected. 4.6.4 The council’s budget is based on the assumption that eventually 97.5% of sums due will be collected. To ensure this level is achieved, year on year levels of write offs approved are controlled against a ceiling of 2.5% of annual debt.

4.6.5 The outstanding amounts at 31st December 2019 are as set out below: Council Tax Business Rates Age in Years 2018/19 2019/20 2018/19 2019/20 £’000 £’000 £’000 £’000 1 – 2 986 1,054 253 88 2 – 3 519 607 111 58 3 – 4 320 352 73 27 4 – 5 197 226 25 16 5 – 6 118 136 36 28 Over 6 171 192 58 39 4.6.6 Irrecoverable debts from previous years not exceeding £1,500 can be written off with the authorisation of the Chief Financial Officer. Decisions on whether to write off debts over £1,500 rest with the Chief Financial Officer, in consultation with the Leader of the Council. As at 31st December 2019 the amount of accounts written off was as follows: Less than £1,500 More than £1,500 No. of Amount No. of Amount accounts accounts 953 £93,135 Council Tax 133 £122,914* 42 £14,348 Business Rates 62 £227,093** 132 £41,787 Housing Benefits 7 £39,842

* £46,257 due to bankruptcy (see section 4.6.8)

** £154,129 due to bankruptcy and company insolvency (see section 4.6.8)

4.6.7 The monitoring of in year collection is carried out against national performance indicators targets of sums collected in year as a percentage of the Net Sums Due for that year.

4.6.8 The majority of the write offs are individual bankruptcy and company insolvency and in a number of cases include liabilities for previous years. In these cases we are unable to recover the debt. However, if at a later date a dividend is paid, the money is allocated to the account and the relevant amount written back on.

4.6.9 The other main reason for write offs is where the person has gone away (no trace). However, write offs are reviewed and where we find the persons contact address the write off is reversed and recovery action continues.

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4.6.10 The levels of collection are:

Achieved Achieved 2018/19 2019/20 Council tax 82.98% 82.33% Business rates 81.89% 81.30%

4.6.11 The Authority has received funding from major preceptors to help support the billing and collection of Council Tax and Business Rates which we hope will see an increase in the above collection levels.

4.7 General Debtors

4.7.1 The level of general invoices raised was £8,350,000 at 31st December 2019 (previous year £5,960,000).

4.7.2 A summary of outstanding debt, by age, is set out below with comparison to the previous year. Age of debt 31 Dec 31 Dec 2018 2019 £’000 £’000 3 weeks to 6 months 438 1,587 6 months to 1 year 86 216 1 to 2 years 53 204 2 to 6 years 297 294 Over 6 years 19 30 TOTAL 893 2,331

4.7.3 The movement in aged debt above from 2018 to 2019 includes circa £180,000 in relation to housing deposits and £1,270,000 for planning S106 fees, for which there are payment plans in place for these areas of debt.

4.7.4 In accordance with the Constitution, irrecoverable debts not exceeding £1,500 can be written off with the authorisation of the Head of Financial Services. The Chief Financial Officer, in consultation with the Leader of the Council, must authorise write off of debts over £1,500.

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4.7.5 As at 31st December 2019, the amounts written off were as follows:

Number Written offs - Number Written offs of £1,500 & of - over Invoices under Invoices £1,500 71 £34,716 5 £15,852

5 EQUALITIES ASSESSMENT 5.1 There are no equality implications anticipated as a result of this report

6 Constitutional context Article and Appendix Referred or A key In the paragraph and delegated decision? Forward paragraph power? Plan? 7.12 Executive power No No 13, para 4.7 Delegated

7 Statement of Internal Advice 7.1 The authors (below) confirm that advice has been taken from all appropriate Councillors and officers.

8 Background Papers None

Author: Jon Triggs, Head of Resources Date: 10th January 2020 Ref: I:\Projects\Single Report\2019-20 Q3\Q3 Perf & FM - S&R.doc

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Page 36 Agenda Item 12 Appendix A

Service and Cost Area Qtr 2 Qtr 3 Movement £ £ £ Temporary Accommodation / Homelessness (30,000) (30,000) 0 Temporary Accommodation Deposits 0 (25,000) (25,000) Various 0 (10,000) (10,000) Environmental Health & Housing (30,000) (65,000) (35,000) BEC Utilities 3,000 0 (3,000) Rental income 36,000 36,000 0 Corporate Rates 13,000 12,000 (1,000) Software Maintenance (15,000) (15,000) 0 Revenues costs (15,000) (1,000) 14,000 Parish Grants (10,000) (10,000) 0 Grant income (34,000) (54,000) (20,000) Various 0 (2,000) (2,000) Resources (22,000) (34,000) (12,000) Museum income & Rates 16,000 33,000 17,000 Sports Repairs and maintenance (40,000) (40,000) 0 Members Allowances (35,000) (35,000) 0 Various (7,000) (5,000) 2,000 Corporate & Community Services (66,000) (47,000) 19,000 Works & Recycling Employees 229,000 222,000 (7,000) Works & Recycling Vehicle costs (12,000) 8,000 20,000 Works & Recycling Tipping Charges 8,000 (1,000) (9,000) Works & Recycling Bulk Haulage 23,000 18,000 (5,000) Works & Recycling Trade Waste income 36,000 38,000 2,000 Works & Recycling Recycling Credits (14,000) (34,000) (20,000) Works & Recycling Shared Savings Scheme (28,000) (28,000) 0 Works & Recycling Recycling Sales 90,000 80,000 (10,000) Works & Recycling Garden Waste income (12,000) 10,000 22,000 Works & Recycling Other (8,000) (1,000) 7,000 Contribution from Crematorium 12,000 12,000 0 Cemetery Fee income (10,000) (10,000) 0 Bus Station cleaning & Demurrage (3,000) 9,000 12,000 Car Parks income (10,000) (40,000) (30,000) Car Parks rates 30,000 30,000 0 Operational Services 331,000 313,000 (18,000) Harbour Utilities (10,000) (11,000) (1,000) ICT & Telephones 0 (46,000) (46,000) Various (7,000) 1,000 8,000 Corporate Services (17,000) (56,000) (39,000) Planning Employees (59,000) (65,000) (6,000) Planning fee income 190,000 203,000 13,000 Pannier Market overtime 5,000 6,000 1,000 Pannier Market income 33,000 33,000 0 CCTV Employees (5,000) (5,000) 0 CCTV Income 10,000 10,000 0 Building Control Partnership (30,000) (30,000) 0 Economic Developemnt Employees (7,000) (6,000) 1,000 Place 137,000 146,000 9,000 Business Rates Growth (200,000) (200,000) 0 Interest Receivable (30,000) (30,000) 0 Interest Payable (16,000) (16,000) 0 Additional Vacancy Savings 0 (17,000) (17,000) Other (246,000) (263,000) (17,000)

Total 87,000 (6,000) (93,000)

Page 37 Agenda Item 12 Appendix A

Page 38 Agenda Item 12 Appendix B

Transfer Transfer Closing Opening Transfer from from Transfer Balance Balance Earmarked Reserves to Reserves Reserves between 31st 1st April Reserves (to (to Reserves March 2019 Capital) Revenue) 2020

Collection Fund Reserve 1,017,220 -353,322 663,898 Community Housing Fund -Housing Enabling 603,270 -50,750 552,520 Capital Funding Reserve 522,387 -275,427 100,179 347,139 Repairs Fund 355,323 236,290 -63,618 -288,412 239,583 Crem Earmarked Reserve 204,887 204,887 Crem Equipment Replacement Reserve 180,000 180,000 Planning Enquiries Fund 196,590 -20,000 176,590 Vehicle Renewals Fund 26,000 250,000 -106,000 170,000 Strategic Contingency Reserve 143,392 62,340 -37,110 168,622 Digital Transformation Financial Systems 271,002 -98,500 -37,500 135,002 Economic Development Reserve 227,120 -96,830 130,290 Office Technology Reserve 212,413 115,000 -139,579 -60,000 127,834 Local Plans Fund 166,497 -38,772 127,725 Second Homes Council Tax Reserve 125,289 125,289 New Homes Bonus Reserve 57,398 100,000 -48,436 108,962 Council Tax Support Scheme Reserve 107,339 -27,420 79,919 Improvement Programme Reserve 122,497 -43,226 79,271 Tarka Tennis Surface replacement 57,873 13,000 70,873 Self Build & Custom Housebuild 57,302 57,302 Provision for Brexit Reserve 17,484 34,968 52,452 Prevention CLG Grant Reserve 45,317 45,317 Rough Sleeper Initiative - DCLG grant 42,237 42,237 P C Planned Maintenance Fund 40,156 40,156 Community Consultation 38,383 38,383 Specialist Domestic Abuse Reserve 27,467 27,467 Neighbourhood Planning 25,000 25,000 Brownfield Land Registers and Permission 23,817 23,817 Community Protection Vehicles Reserve 12,000 6,000 18,000 Development Control Fund 15,600 15,600 Habitat Directive Reserve 11,270 11,270 Car Parking Reserve 30,496 -23,869 6,627 Town & Parish Fund 5,159 5,159 IER Funding 10,264 -5,160 5,104 Greensweep Replacement Fund 32,703 -30,000 2,703 CCTV Reserve 71,000 -69,000 2,000 Ilfracombe Watersports Centre Reserve 28,873 -26,992 1,881 Local Welfare Support reserve 10,541 -10,000 541 Noise Equipment reserve 12,000 2,000 -13,871 129 Office Accommodation Reserve 20,041 -20,000 41 Leisure Centre Replacement Reserve 31,142 -31,140 2 Land Charges Personal Search Reserve 50,179 -50,179 0 Land Charges Earmarked Reserve 50,000 -50,000 0 External Professional Services Reserve 13,040 -13,040 0 Waste Shared Savings Reserve 90,000 -90,000 0 Theatres Reserve 9,466 -9,466 0 Museum development fund 850 -850 0 District Council Election 50,000 52,900 -102,900 0 5,468,284 872,498 -912,558 -1,318,632 0 4,109,592

Page 39 This page is intentionally left blank Strategic Contingency Reserve 2019-20 - Original (9980) (8245) Resources Available £ Balance brought forward 1st April 2019 (143,392) Budget Contribution to Exec Contingency Reserve 2019/20 (62,340) (205,732) B/F from 2018/19 £ Junction 27 - Econcomic impacts on North Devon (Exec 3/3/15) 10,000 Watersports Centre, Ilfracombe Exec 5/9/16 (0485/11210) 11,740 North Devon Fisherman's Association - Exec 4th June 2018 (subject MM funding clarification) 500

Urgent Works Bunksland Farm, East Anstey - Exec 4th February 2019 11,870

Page 41 Page 2019/2020 Approvals £ Funding of potential Judicial Review - Full Council 20th November 2019 3,000

Agenda Item 12 Total Approvals 37,110 Appendix C Balance Remaining (168,622)

This page is intentionally left blank Original Spend as Original Original Radius Budget at 31st Budget Budget Project Variance Code 2019/20 December 2020/21 2021/22 £ 2019 £ £

Chief Executive and Corporate Website Improvement 4293 5,455 0 5,455 0 0 Office Technology Fund - End User Assets and IT Assets in Data Centre 4027 183,313 149,868 33,445 290,250 197,770

ICT Improve Back-up and Recovery Capabilities 4212 0 0 0 216,140 0

ICT Skype for Business 4180 193,329 27,240 166,089 0 0 Page 43 Page 382,097 177,108 204,989 506,390 197,770

Corporate and Community Museum of Barnstaple - Long Bridge Wing 4283 1,041,732 871,221 170,511 0 0

21:21 (Transformation Project) 4252 43,226 8,855 34,371 0 0

Committee Administration System 4291 28,397 11,122 17,275 0 0 Agenda Item 12 Appendix D S106 Contributions - Various projects 4131 666,040 349,815 316,225 0 0

Tarka Tennis Artificial Grass Pitch 4292 794,535 734,826 59,709 0 0

Leisure Provision at Seven Brethren 4300 1,148,014 0 1,148,014 5,219,824 8,586,894

3,721,944 1,975,839 1,746,105 5,219,824 8,586,894

Original Spend as Original Original Radius Budget at 31st Budget Budget Project Variance Code 2019/20 December 2020/21 2021/22 £ 2019 £ £

Environmental Health & Housing Affordable Housing delivery Grant 5168 5,000 0 5,000 0 0 Affordable Housing Fund 4133 0 0 0 90,000 0 S106 Affordable Housing - Higher Westaway, Newton Tracey 4206 0 0 0 45,000 0

ECO Warm up Grants 5178 250,000 132,868 117,132 0 0

Page 44 Page Disabled Facilities Grant Programme 5179 1,318,000 513,244 804,756 1,492,401 979,000

Provision of temporary accommodation 4220 489,844 184,315 305,529 0 0

2,062,844 830,427 1,232,417 1,627,401 979,000

Operational Services Works Unit Vehicles 4014 392,033 189,885 202,148 116,000 976,000 Agenda Item 12 Rolling Road - for Workshop 4184 31,790 0 31,790 0 Appendix D 0 HGV Ramps 4223 25,000 0 25,000 0 0

Material Recovery Facility - Infrastructure 4185 0 0 0 760,000 0

448,823 189,885 258,938 876,000 976,000

Original Spend as Original Original Radius Budget at 31st Budget Budget Project Variance Code 2019/20 December 2020/21 2021/22 £ 2019 £ £

Place Land Release Fund - Seven Brethren 4296 120,602 100,352 20,250 2,025,628 0 CCTV service 4221 115,000 0 115,000 0 0

Replacement Planning ICT system 4288 42,981 32,251 10,730 0 0

278,583 132,603 145,980 2,025,628 0

Page 45 Page Resources Barnstaple Bus Station re-furbishment 5166 2,118 1,118 1,000 53,807 0

Marine Drive Car Park Resurfacing - Ilfracombe 4232 0 0 0 65,000 0 Ilfracombe Harbour - Kiosks 4298 127,884 52,015 75,869 0 0

Jubilee Gardens reserved car park retaining wall 4281 31,447 0 31,447 0 0

Resurfacing to various car parks 4282 2,980 2,980 0 104,004 0 Agenda Item 12 Appendix D Retaining Wall - Watersmeet Car Park Lynton 4301 22,000 0 22,000 0 0

Retaining Wall - Cross Street Car Park Lynton 4302 9,500 0 9,500 0 0 Public Maintenance - Public House corner of Castle Street and 16 Castle Street 4303 0 0 0 90,000 0

Refurbishment Lower Lyndale Public Toilets, Lynmouth 4304 30,000 0 30,000 0 0

HR and Payroll System 4186 98,500 24,554 73,946 0 0 Original Spend as Original Original Radius Budget at 31st Budget Budget Project Variance Code 2019/20 December 2020/21 2021/22 £ 2019 £ £

Pannier Market Re-roofing works 4187 19,000 0 19,000 481,000 0

Water Sports Centre Ilfracombe 4289 28,656 18,656 10,000 1,344,815 0 Acquisition of Land off Frankmarsh, Barnstaple 4222 335,900 0 335,900 0 0 Digital Transformation Asset and Financial Management System 4188 0 0 0 40,000 0

707,985 99,323 608,662 2,178,626 0

Page 46 Page Resources - Non Treasury Acquisition of Sub Lease Plot 1 Seven Brethren 4299 500,000 390,750 109,250 0 0

500,000 390,750 109,250 0 0

8,102,276 3,795,935 4,306,341 12,433,869 10,739,664

Agenda Item 12 Appendix D

Appendix E

Table A: High level status of all service plan actions tracked on Pentana

Completed Overdue Cancelled Not due Total

Totals 389 29 46 16 480

Since the last report 7 included 47 Page in the total

Agenda Item 12 Appendix E

Table B: Service plan actions that have been cancelled authorised by SMT

Action Reason

NONE

Page 48 Page

Table C: Service Plan Actions (7) completed Action Closure Note Due Date Completed Date EH&H CP1 19/20 Address the current NDC capability issue New officer started with NDC, refer to the email sent to all staff on the 31-Oct-2019 26-Nov-2019 to undertake its Category 1 responsibilities under the Civil 25th November by Katy Nicholls: Contingencies Act 2004. "We are pleased to welcome Alex Miles to the Council. Alex is our new Emergency Planning Officer, who will also be covering business continuity issues. I have already set up a number of meetings with Agenda Item 12 managers across the Council to introduce Alex and to ensure that she Appendix E gains an overview of the Council’s business. Alex has recently graduated from Portsmouth University with an MSc in Crisis and Disaster Management. She has just received news that she has passed with distinction, which is super news, and we are very pleased to welcome her to the authority. Congratulations Alex!"

EH&H H 01 18/19 The development of DFGs and loans to New policy approved on the 4th November 2019, Minute 65 refers. 31-Dec-2019 26-Nov-2019 secure adaptations and improvements in residential property.

EH&H H2 19/20 Provide safe sleep/severe weather provision The Salvation Army Hall has been commissioned to provide the for rough sleepers beyond 31st March, 2019. accommodation. Table C: Service Plan Actions (7) completed

M5 Security has been contracted to provide the housing support and security.

H 03 15/16 Temp accommodation for homeless households. A report on the project was considered by the Strategy and Resources 30-Nov-2019 26-Nov-2019 New policy and stategy to be adopted in 2016; conversion of Committee on the 4th November 2019. 15 Castle Street; purchase of 2x units of TA in Barnstaple and consideration of business cases to support the purchase of a further 2x shared houses There was very favourable media coverage of the item, BBC 1 Inside Out SW and BBC Radio Devon.

R 01 19/20 Implementing 'Making Tax Digital' for VAT 1st Making Tax Digital submission 18/11/19 31-Dec-2019 18-Nov-2019

R 02 19/20 Upgrade Civica Financials to v19.0 and roll out System upgraded and migrated to new server. Agreed to close this 31-Dec-2019 18-Nov-2019 web 49 Page financials to other departments service plan item as a new item will be added specifically to deal with the roll out of web financials

V&EM 01 16/17 Continued Review of Assets and identify and Closure Note: Continued review of assets and identify and dispose of 31-Mar-2020 09-Dec-2019 dispose of suplus assets to maximise capital receipts surplus assets and maximise capital receipts.

Agenda Item 12 Appendix E

Table D: Actions where Heads of Service have requested a revision to the due date and these have been approved by SMT

HoS Code Description Current due Revised due Reason & (if applicable Officer) requesting this date date request change

Off-site contributions 11-Oct-2019 • AH SPD external research delayed (1st process. Plan the consultant’s report deficient & then Altair took more time proactive and efficient than expected due to the complexity of affordability issues JEREMY use of NDC's current 30th September where there is not existing “standard”/methodology for H 13 16/17 30th June 2020 MANN pot of commuted sums 2019 affordability). due for completion Oct 2019. Consultation and possible future planning/planning policy Nov 2019. LPWG Dec 2019. sums aligning this with Public consultation Jan 2020 – mid Feb 2020; Policy the most appropriate Cttee March 2020, Full Council April 2020. schemes. May sit within Affordable Housing Delivery Plan

Page 50 Page or as separate policy document with Executive approval. .

Table E: Outstanding Service Plan Actions (29)

Code Original Due Description Progress Bar Latest Note Due Date Agenda Item 12 Date Appendix E 06-Mar-2019 No additional Comments. Outcome: A suite of standard agreements that can be C&C L 02 19/20 Production of used to speed up the planning process 31-Oct-2019 dedicated templates for s106 Not required 31-Oct-2019 agreements Measures: Quicker end to end times for planning decisions.

Table E: Outstanding Service Plan Actions (29)

Risks: Lack of use.

12-Mar-2019 SMT Extension of Time Request July 2019.

Trevor Blatchford and I met today (29/01/19). Whilst both of us have drafted Enforcement Policies, neither are close to be being finalised or at a stage ready to consult staff. As such the deadline for the March Executive is unrealistic. We have scheduled a further appointment for the 26 February 2019 to finalise the two documents considering the EHHS one needs to link into the Corporate

Page 51 Page document and thus this is a partnership project. I have spoken to Bev Triggs to remove this as an item from the March Exec agenda, C&C L 03 19/20 Regulators' Executive approval of a Corporate but I am unable to specify another near Code (came into effect 6th April, Enforcement Strategy and Policy. alternative date as the meetings have yet to be 2014) Was CSS 03 15/16 30-Jun-2015 31-Jul-2019 A review of service specific policies scheduled for the year. When the Executive transferred from EH&H 2015/16 against the new framework. schedule becomes available I will provide a Service Plan further update as to a proposed committee date. Note from the 2019/20 Service Planning Agenda Item 12 Process - No Extension of Time was Appendix E Requested The Code applies to nearly all non-economic regulators. The guidance needs to be reflected in the Council's enforcement policies. There is an expectation of more performance information being posted on the net, e.g. performance against service standards, number of complaints and hearings, etc. A paper setting out the implications of the Code and an action plan, will be presented to SMT/Leadership Team in Q4 2014/15. Table E: Outstanding Service Plan Actions (29)

A meeting took place on the 03.12.18 with Trevor Blatchford, Jeremy Mann and Katy Nicholls to discuss the development of the Corporate Enforcement Policy. A decision was made that an overarching document would be produced by TB, with service specific documentation then being embedded via links or similar for the following service areas: Environmental Health and Housing Services; Planning; Building Control; Car Parks; Estates (Gypsies and Travellers); and possibly Benefits/Council Tax. Furthermore there was an agreement that TB would lead on the production of a separate corporate Works in Default policy with a timescale for completion April - June 2019. A further meeting was Page 52 Page scheduled on the 18.12.18 with TB and KN to discuss the EHHS service specific Enforcement Policy elements, which KN will lead on. The timescale agreed for the completion of the Corporate Enforcement Policy is prior to April 2019, and thus the item has been placed on the Forward Plan for Executive on 04.03.19 and subsequently the 13.03.19 Full Council. Agenda Item 12 2018/19: Proposal to Executive. 21-May-2019 Growth is now North Devon Appendix E Establish regeneration Futures and a draft PGG is with SMT board/steering group or similar. colleagues. We are having a first partner Deliverable masterplan for meeting in June of the proposed governance Barnstaple with key sites being partners. As the partners largely coincide this CE ED 01 17/18 Establish delivered for regeneration, will be a North Devon Futures partnership with appropriate partnership improvement, and/or housing inc. its initial focus being on Barnstaple. 30-Jun-2017 31-Oct-2019 structures to deliver Barnstaple car parking: development projects Informal engagement with partners has been * North Walk underway with a first formal meeting planned for June.Request Revised Due Date: 31st * Belle Meadow October 2019 * Cattle Market car park Table E: Outstanding Service Plan Actions (29)

* Queen Street / Bear Street. * Mill Road / Pottington / Pilton Park. * Seven Brethren (specific project has commenced see 2016/17 action relating to specific 7BB project. OPE funding of £75k for Barnstaple and Ilfracombe site assessment / masterplanning work. Undertake Barnstaple masterplan. Car parking study now competed. Overaching Flood Study completed. identify key projects and agree programme to deliver. PID required if any NDC

Page 53 Page site is evaluate as suitable to host development. Undertake site specific work to deliver (mini- masterplans. SDBs/SPDs, marketing, investor engagement, de-risking work). Secure additional external funding where available. 2017/18: Agree approach with key members. Agenda Item 12 03-Apr-2019 Outcome: Appendix E A suite of prevention / early intervention / support mechanisms such as Counselling Occupational Health Trauma Risk Management (TRiM), Appropriate training CE HR 01 19/20 Employee such as breakaway, Report to SMT 30-Sep-2019 30-Sep-2019 Wellbeing Strategy Measures: Reduced sickness absence; employees feeling more supported; increased morale; sustained resilience; culture change

Table E: Outstanding Service Plan Actions (29)

Risks: Lack of funding; Lack of employee engagement; no cultural change

10-Oct-2019 Process review (Vanguard) has been initiated to start tomorrow 09/10/19 for planning applications and enforcement with a timetable to compete by 13/11/19. Teams Work has been substantially have been assembled internally who are completed on reviewing core embedded within the system. CE P 07 17/18 Complete review business activities with associated In January 2020 we have planned to analyse of business processes to ensure training notes. However, a further 31-Dec-2017 30-Sep-2019 the difference in end to end determination external customer focus. review is now required to periods to ascertain progress. demonstrate specific engagement with the customer. As part of Phase 2 of the ICT project we have identified several other subjects that require

Page 54 Page reviews such as S106; we have begun development of the monitoring module of MasterGov package

03-Apr-2019 Additional Comments: Household Enquiry forms to 47,000 Cost to be met by budget and cabinet office E&LC 02 19/20 Household Households to collate information funding. 30-Nov-2019 30-Nov-2019 Canvass 2018 for New Register of Electors to be published on 1st December 2019 Outcome: Accurate/up to date Register of Electors Agenda Item 12 Appendix E

13-Mar-2019 An Extension of Time was approved as part of the 2019/20 Service 1. Development of oven ready, Planning Process: Original Due Date 30 consented project. June 2016 now December end 2019. £1.6m ED 11 15/16 Water Sports 2. Secure gran funding and funding in place, including revenue funding for 30-Jun-2017 31-Dec-2019 Centre, Ilfracombe commercial income to deliver. WDO Retender process commenced. 3. Business case required if NDC HRO/MMO licence target date January 2019. financial input required. Start on site March 2019, completion December 2019. Table E: Outstanding Service Plan Actions (29)

EH&H 05 17/18 Establish Business case required (Fire case 15-Oct-2019 SMT approved EOT until 31 Selective Licensing in Ifracombe 30-Apr-2017 31-Dec-2019 model). December 2019. (Part 3 Housing Act 2004)

20-May-2019 Report prepared for Exec, circulated internally, postponed due to elections. Current proposal to submit to EH&H EP 01 18/19 To Council uses PSPOs to prohibit Strategy and Resources Committee July 2019, implement PSPOs in response to specified activities, and/or requires seeking permission for consultation to the issues affecting ND certain things to be done by people proceed. 31-Dec-2019 communities regarding street engaged in particular activities, drinking and dogs. within defined public areas. Request revised due date: 31 December 2019

Review commissioning 10-Jul-2019 Request extension to 31st EH&H L1 19/20 Increase the arrangements through the October 2019, to complete the recruitment of 01-Apr-2019 capability 55 Page of the Licensing 31-Oct-2019 appointment of an additional 0.5 new officers for commercial and residential Service. FTE Licensing Officer. licensing.

12-Mar-2019 No Extension of Time was requested as part of the 2019/20 Service Planning Process: A meeting took place on the 03.12.18 with Trevor Blatchford, Jeremy Mann and Katy Nicholls to discuss the development of the Corporate Enforcement Policy. A decision was made that an Agenda Item 12 overarching document would be produced by Appendix E Develop policy and understand TB, with service specific documentation then necessary internal resources H 02 16/17 Works in Default being embedded via links or similar for the required to support new processes 31-Dec-2016 31-Oct-2019 Policy and procedures following service areas: Environmental Health and procedures. Report to and Housing Services; Planning; Building Executive to adopt to change. Control; Car Parks; Estates (Gypsies and Travellers); and possibly Benefits/Council Tax. Furthermore there was an agreement that TB would lead on the production of a separate corporate Works in Default policy with a timescale for completion April - June 2019. A further meeting was scheduled on the 18.12.18 with TB and KN to discuss the EHHS service specific Enforcement Policy elements, Table E: Outstanding Service Plan Actions (29)

which KN will lead on. The timescale agreed for the completion of the Corporate Enforcement Policy is prior to April 2019, and thus the item has been placed on the Forward Plan for Executive on 04.03.19 and subsequently the 13.03.19 Full Council.

Develop policy and understand 12-Jul-2019 This is a major and complex area necessary internal resources H 02 16/17 Works in Default and work is on-going. required to support new processes 31-Dec-2016 31-Oct-2019 Policy and procedures and procedures. Report to Request a revised due date: 31st October Executive to adopt to change. 2019

17-May-2019 Meeting with operator Stagecoach on 5 June 2019 to discuss future plans and associated improvements. Links to O 03 16/17 Effective and TS 02 15/16. Coordinated management of the External management of the facility 30-Jun-2017 31-Dec-2019 Page 56 Page bus station Request revised due date: 31 December 2019

10-Oct-2019 Works commencing 21/10/19 - OS CREM 03 19/20 Improve completion anticipated 15/11/19. disabled access on south Remove large hedge and widen 31-Jul-2019 28-Nov-2019 perimeter of Painters (perimeter paths of Poets) in memorial gardens REQUEST REVISED DUE DATE: 28 Agenda Item 12 NOVEMBER 2019 Appendix E

Via prcurement PAG bid. Handheld devices are now end of life. 08-Oct-2019 All mobile devices now have Preference is for the software to be OS PARK 02 19/20 Replace Rialto software installed & are being tested w/c moved to mobile phone devices Handheld or install RIALTO 7th Oct. It is planned to go fully live w/c 14th 31-Jul-2019 31-Jul-2019 rather than have both handhelds software on to smartphones Oct & will form part of the handover to the new and phones . Phones have already Parking Mgr on Tuesday 8th Oct. been replaced with Samsung 8s which are able to support RIALTO. Table E: Outstanding Service Plan Actions (29)

Via Parking Manager. Working in partnership SMT, HR & Unison put in place policies and procdures for 08-Oct-2019 Only progress during my staff and Cllrs. parking secondment was a Policy meeting between OS PARK 04 19/20 Carry out concessions. Review the current HR & Unison w/c 30th Sept where it was review of parking team and 30-Sep-2019 30-Sep-2019 parking team polices procedures decided not to progress with Natalie Nolans parking policies. and practices. Provide updates to proposals & to defer further progress until new SMT on progress. To also include Parking Mgr in position. evaluation of current parking team structure.

15-Oct-2019 SMT approved an extension of time until December end 2019. WE are very OS W&R 06 19/20 Increase O Increase LGV Vehicle capacity close to our 48 number limit, this is why we 30-Jun-2019 31-Dec-2019 Licence Capacity from 48 to 65 wish to extend to ensure we have sufficient slack should we increase the numbers. We will be applying to increase this to 60 vehicles. Page 57 Page Investigate whether we can OS W&R 08 19/20 Vehicle Wash increase resource in vehicle 10-Oct-2019 No further update – awaiting 31-Mar-2019 31-Oct-2019 Provision washing (under body/chassis wash response from Property Team. & Pressure washers)

10-Oct-2019 MasterGov went live on 03/07/19; Upgrade the planning database development has begun to digitalise the (data and spatial) to provide a planning service and hold listed building/ Tree P 02 16/17 Upgrade the planning better quality of information storage Protection Order registers, S106 monitoring 30-Apr-2017 31-May-2019 database (data and spatial) for both internal use and public module and Policy monitoring. We are also Agenda Item 12 access. PAG required as part of a Appendix E working with our supplier and ICT to plan for revised corporate ICT strategy. mobile and remote working solutions

Plan for transformative levels of housing and employment growth through innovative and sustainable 12-Jul-2019 Bid was submitted, unsuccessful new communities, with the support but awaiting constructive feedback. P NDGA 01 19/20 North Devon of partners. 31-Mar-2019 31-Oct-2019 'Futures' Specifically: Request revised due date: 31 October 2019 - Develop an ambitious vision - Agree appropriate governance Table E: Outstanding Service Plan Actions (29)

- Establish a programme/route map with defined tasks and milestones - Council taking commercial approach e.g. South Molton land acquisition Review of LP to be undertaken within three year period, to include option for new settlement

13-Mar-2019 Additional Comments Funding for new/refreshed data sets or launch event/consultation. New budget item Outcome:

Page 58 Page Joint with TDC to cover 'Northern New Strategy adopted - 5 year plan. Devon' Use of internal and ND+ P NDGA 03 19/20 Economic resource. Establish steering group Measures: Strategy - North Devon and 31-Dec-2019 31-Dec-2019 to include key stakeholders already Torridge Produced as a 'productivity strategy' for engaged in agendas (Petroc, ND+, Northern Devon to sit under the LEP LEP). Productivity Strategy/emerging Local Industrial Strategy. Risks: Capacity to deliver. Agenda Item 12 Appendix E Gaining consensus across the sub region (joint with TDC).

14-Mar-2019 Additional Comments:

Master planning for Barnstaple £20,000 already approved by Executive Town Centre - consultation to Conservation Statement for the Mound and P PBP 02 19/20 Barnstaple establish future vision for town, the surroundings to be funded by Historic England 31-Jul-2019 31-Jul-2019 Town Centre Vision "what, why and how" working with (£10,000) partners, stakeholders and the local community. Outcome:

Table E: Outstanding Service Plan Actions (29)

A clear vision for the future of the commercial heart to allow funding bids and marketing. To include the town centre and historic heart around Castle Mound Measures: Clear vision with buy in from all parties Risks: No consensus on the future for the town lack of buy in

14-Mar-2019 No additional comments. Outcome: Robust and sustainable partnership model P 59 Page PBP 05 19/20 Sustainable Increase business engagement 31-Dec-2019 business led Barnstaple Town with BTCM. Possibly reconsider Measures: 31-Dec-2019 Centre Management BID. Increase in members / income Risks: Poor buy in from business community

14-Mar-2019 Additional Comments: Development of L&L BID Agenda Item 12 Appendix E Explore potential for T Bid Outcome: P SS 01 19/20 Tourism Strategy Initial works to test viability of a 31-Dec-2019 31-Dec-2019 Actions - ND and Torridge Tourism BID Strategy now available Measures: Timescales to be agreed with partners - TDC/NDMB No Risks. Table E: Outstanding Service Plan Actions (29)

29-Mar-2019 No additional comments. Outcome: Planning guidance to supplement adopted P SS 08 19/20 Affordable local plan policies. Consultation on draft SPD prior to Housing Supplementary 31-Oct-2019 31-Oct-2019 adoption Measures: Planning Document Adoption of SPD Risks: Government policy changes

29-Mar-2019 No additional comments. Outcome: Planning guidance to supplement adopted P 60 Page SS 09 19/20 Green local plan policies Consultation on draft SPD prior to Infrastructure Supplementary 31-Aug-2019 31-Aug-2019 adoption Measures: Planning Document Adoption of SPD Risks: Government policy changes

15-Oct-2019 This action was closed without approval from SMT to cancel this action. Agenda Item 12 Appendix E The action has been re-opened - where SMT can consider the reasons for cancellation. RS 04 16/17 To implement the Significant expansion of the requirements of the Enterprise Officers (JWM and PC) attended the Food 30-Apr-2017 01-Aug-2019 Primary Authority Scheme Bill 2015/16 standard Agency's Strategic update event on the 1st October. New draft standards have the potential to increase the time needed to administer the council's current primary authority relationships. Table E: Outstanding Service Plan Actions (29)

The draft documents are available at https://www.food.gov.uk/primary-authority- national-inspection-strategy. PC(Food/ HSW Lead) will review the potential impact of these changes and report with recommendations in Q1 2020/21. In the interim it is proposed to cancel this action.

17-May-2019 Project links with O 03 16/17 Management of Bus Station and some refurbishment has taken place; £80k Capital TS 02 15/16 Barnstaple Bus Programme budget remaining. Meeting Business case approved 31-Mar-2016 31-Dec-2019 Station Refurbishment - On Hold Planned with Stagecoach on 5 June 2019 to move further forwards.

Page 61 Page Request revised due date: 31st December 2019

TS 04 16/17 Barnstaple Bus 29-Mar-2019 Request date extension to Dec 31-Mar-2018 31-Dec-2019 Station Refurbishment 2019- links to O3 16/17

Agenda Item 12 Table F: Key Performance Indicators : Last year’s data + this year’s results Appendix E

PI Code & Short Name Performance Performance Performance Performance Year End Year End Current Latest Note & Data Q1 Data Q2 Data Q3 Data Q4 Target Result Target History 2018/19 & 2018/19 & 2018/19 & 2018/19 & 2019/20 2019/20 2019/20 2019/20

Planning

NI 155 Number of affordable 42 58 100 146 146 homes delivered (cumulative1)

1 NI 155 changed from Gross to Cumulative 28 45 74

NI 157a Percentage of major 61 100 85 100 45 86.5 45 applications processed within 13 weeks 83 90 100 NI 157b Percentage of minor 95 97 98 100 98.75 75 planning applications processed within 8 weeks 91 95.19 96.6

NI 157c Percentage of other 98 99 99 98 85 98.5 applications processed within 8 95 95.68 94.1 weeks 85.00

Waste & Recycling

L82(i) Total percentage 49.16 48.02 42.6 41.8 Quarter 3 data not

Page 62 Page domestic waste recycled or 50.91 50.77 46.00 yet available composted

Finance

BV8 Percentage of invoices 97.39 93.13 95.99 97.28 97 95.95 paid on time 96.52 95.76 95.7 97.00

Agenda Item 12 28.81 56.14 82.98 97.07 98.00 97.07 Appendix E BV9 Percentage of Council Tax 28.59 55.63 82.33 98.00 collected BV78a (M) Speed of processing 23.2 24.7 19.6 16.9 28.00 21.1 - new Housing Benefit/Council Tax Benefit claims 21.5 17.3 17.8 28.0

BV10 Percentage of Non- 32.14 57.31 81.89 97.04 99.05 97.04 domestic Rates Collected 31.96 57.45 81.30 99.05

PI Code & Short Name Performance Performance Performance Performance Year End Year End Current Latest Note & Data Q1 Data Q2 Data Q3 Data Q4 Target Result Target History 2018/19 & 2018/19 & 2018/19 & 2018/19 & 2019/20 2019/20 2019/20 2019/20

Property & Technical L728 Percentage of the gross 95.40 95.40 95.40 95.40 internal area of the investment 95.21 98.26 98.26 estate currently let L168 Income per car park P&D ticket July £1.72 Sept £1.71 Dec £1.59 April £1.69 1.78 June £1.69 Sept £1.74 Dec £1.62

PI Code & Short Name Performance Performance Performance Performance Year Year Current Latest Note &

Page 63 Page Data Q Data Q2 Data Q3 Data Q4 End End Target History Target Result 2018/19 & 2018/19 & 2018/19 & 2018/19 & 2019/2020 2019/20 2019/20 2019/20

Building Control

L300 Building Regulation Full 99 97 96 97 95% 97.25% 95% Plan applications determined in Agenda Item 12 Appendix E 2 months 99 96 100

L301 Building Regulation 95 92 87 89 95% 90.75% 95% Applications examined within 3 weeks 84 90 98

L302 Average time to first response (Days) 11 13 12 12 10 12 10

12 10 8 PI Code & Short Name Performance Performance Performance Performance Year Year Current Latest Note & Data Q Data Q2 Data Q3 Data Q4 End End Target History Target Result 2018/19 & 2018/19 & 2018/19 & 2018/19 & 2019/2020 2019/20 2019/20 2019/20

Customer Services & Communications

L999 Feedback Customer 57% 50% 38% 39% 50% 46% Satisfaction % 57% 49% 40% 50% 50%

L997 Customer Service 95% 91% 98% 94% 90% 94.5% Satisfaction % 95% 92% 93% 90% 90%

L998 Media Satisfaction % Annual Annual 90% 100% 90%

64 Page

Environmental Health & Housing

137 288 472 636 664 636

LEHH014 Food Hygiene 91 301 457 892 Interventions Completed Agenda Item 12 LEHH015 Percentage of Food 26 69.9 63.5 95.8 100 95.8 100 Appendix E Hygiene Due Interventions

Completed 10.2 43.8 66.3 100

LEHH016 Housing Options - 130 123 188 191 632 Data 79 Prevention Number of Homelessness only Prevented & Relieved 162 165 113 34 Relief

LEHH017 Housing Options - 28 33 28 32 121 Data Number of Households Only

Accommodated in Temporary Accommodation 24 37 29

LEHH019 Housing Standards - 7 23 73 96 96 Data Total value - £732,362 Number of DFG's Completed & only Monies Paid 20 68 104 96

LEHH026 Number of NDC Lets 69 41 66 60 236 Data Through DHC only 70 71 87

LEHH020 Housing Standards – 282,301 297,509 261,228 279,468 Data the level of unmet demand for only Page 65 Page DFGs 269,616 163,468 293,164 Data only

2. Constitution Context

Appendix and Referred or Agenda Item 12 paragraph delegated power? Appendix E 5.5 Delegated

3. Statement of Internal Advice

3.1 The author (below) confirms that advice has been taken from all appropriate Councillors and officers.

Author: Sarah Higgins Date: 17th January 2020 Reference: Executive Performance Report January 2020

This page is intentionally left blank Agenda Item 12a

NORTH DEVON COUNCIL

COUNCIL: 26TH FEBRUARY 2020

MINUTE EXTRACT OF THE POLICY DEVELOPMENT COMMITTEE HELD ON 13TH FEBRUARY 2020 IN RESPECT OF ITEM 12 (A) ON THE COUNCIL AGENDA

44 PERFORMANCE AND FINANCIAL MANAGEMENT QUARTER 3 OF 2019/20

The Committee considered a report to the Strategy and Resources on 3rd February 2020 Committee by the Head of Resources together with a minute extract (circulated previously) regarding the Performance and Financial Management Quarter 3 of 2019/20.

The Accountancy Services Manager highlighted the following:

 As at 31st December 2019, the latest forecast net expenditure was £12,512,000, which produced a forecast budget surplus of £6,000. For quarter 2 there was a forecast budget deficit of £87,000, details of which were shown in Appendix A of the report – Variations in the Revenue Budget. The main variances supporting the £93,000 positive movement from quarter two to quarter three included savings within Temporary Accommodation and ICT Software and Devon WAN contract.  The original budget for 2019/20 included a forecast to achieve £239,000 worth of salary vacancy savings. This was reduced to £214,000 as a result of a virement in respect of the redesign of the salary pay structure. The current position forecasts that would be exceeded by £17,000.  A review of procedures and processes within Works and Recycling was carried out at quarter two and the Council set targeted spend in respect of the vehicle workshop, challenging resources across all Works and Recycling manual sections and to reduce sickness levels. As a result of these changes the Council factored in a reduction in overtime and agency costs within the quarter 2 projections. The current figures indicated that these targeted reductions were being achieved, although it would continue to be closely monitored until the end of the financial year.  The sale of recyclable material continued to be an uncontrollable variable where the Council had recently seen a reduction to zero for glass and cardboard, although the sale price of plastic had increased significantly. The continued volatility remained a risk on-going and would be monitored closely.  At the 31st December 2019, the Council was still assuming a £200,000 increase to business rates growth already factored into the budget, the growth was now estimated to be £1,702,000.  Appendix B – “Movement in reserves and balances” detailed the movements to and from earmarked reserves in 2019/20.  Appendix C – “Strategic Contingency Reserve” detailed the Strategic Contingency Reserve movements and commitments.

Page 67 Agenda Item 12a

 Appendix D – “Capital Programme”. The Budget and Financial Framework report to Executive 4th February 2019 outlined the Capital Programme for the 2019/20 financial year of £9,609,022.  Variations of £908,967 were proposed to the 2019/20 Capital Programme as detailed in paragraph 4.4.3 of the report.  Variations of £528,428 were proposed to the 2020/21 Capital Programme as detailed in paragraph 4.4.4 of the report.  Variations of £171,413 were proposed to the 2021/22 Capital Programme as detailed in paragraph 4.4.5 of the report.  The revised Capital Programme for 2019/20 taking into account the budget variations was £8,102,276.  Actual spend on the 2019/20 Capital Programme, as at 31st December 2019 was £3,795,934.  The overall Capital Programme for 2019/20 to 2021/22 was £31,275,809.  The Programme of £31,275,809 was funded by Capital Receipts (£14,082,815), External Grants and Contributions (£14,618,838) and Reserves (£2,574,156).  Once funds had been included in the Capital Programme the Constitution required a separate decision to release those funds. Accordingly the HGV ramp scheme needed the funds to be released so that spending can start within the following three months.  Treasury Management and Debt Management as detailed in paragraphs 4.5 and 4.6 of the report.

In response to a question regarding significant costs in Waste and Recycling, the Head of Resources advised that the quarter 2 overspends related to manpower and vehicle costs. He explained that the quarter 3 position was slightly better than the original targets that were set. However, the service was still overspending but this had levelled out and was being controlled at an acceptable level.

In response to a question regarding an increase in tax revenue as a result of business rates, the Head of Resources advised that if businesses were to expand then the amount of business rates would increase and the Council would benefit from a percentage of that growth.

The Committee noted a typographical error within recommendation 2.6 of the report, which referred to “Executive” rather than “Members”.

RESOLVED, that the decisions and recommendations of the Strategy and Resources Committee be endorsed.

Page 68 Agenda Item 12b

NORTH DEVON COUNCIL

COUNCIL: 26TH FEBRUARY 2020

PERFORMANCE AND FINANCIAL MANAGEMENT QUARTER 3 OF 2019/20

RECOMMENDATIONS OF THE STRATEGY AND RESOURCES COMMITTEE HELD ON 3RD FEBRUARY 2020

93. PERFORMANCE AND FINANCIAL MANAGEMENT QUARTER 3 OF 2019/20

RESOLVED:

(a) That the actions being taken to ensure that performance is at the desired level be noted;

(b) That the contributions to/from earmarked reserves be approved as detailed in paragraph 4.2 of the report;

(c) That the movements on the Strategic Contingency Reserve (paragraph 4.3) be noted;

(d) That funds be released for the capital schemes listed in paragraph 4.4.12;

(e) That the sections dealing with Treasury Management (section 4.5), and Debt Management (sections 4.6 and 4.7) be noted;

RECOMMENDED:

(f) That the variations to the Capital Programme 2019/20 to 2021/22 (paragraphs 4.4.3 to 4.4.5) be approved.

Page 69 This page is intentionally left blank Agenda Item 13

Open NORTH DEVON COUNCIL

REPORT TO: STRATEGY AND RESOURCES Date: 3rd February 2020 TOPIC: REVIEW OF CHARGES AND FEES FOR SERVICES 2020/21

REPORT BY: HEAD OF RESOURCES

1. INTRODUCTION 1.1 The following report sets out the framework for the review of charges for the Authority’s services for the financial year 2020/21.

2. RECOMMENDATIONS

2.1 Strategy and Resources recommends to Council a 3% increase in fees for 2020/21 financial year, for the following services:  Allotments – Appendix A  Trade Waste – Appendix C  Cemetery fees – Appendix F  Sports pitches – Appendix G  Pannier Market Charges (subject to consultation with the traders committee) – Appendix H  Bulky Collections – Appendix I 2.2 Strategy and Resources recommends to Council to vary the remaining fees by the elements outlined in section 4.3 to 4.8.

3. REASONS FOR RECOMMENDATIONS

3.1 The change in fees charged for services provided by the Council is in line with the Medium Term Financial Strategy.

3.2 Some fees are set by statute and these will be set nationally.

4. REPORT

4.1 The charges for the provision of services are reviewed annually in the context of policy guidance within the Medium Term Financial Strategy, and the recommended levels of increase to produce a target income level.

Page 71 Agenda Item 13

4.2 This year the guidance was to increase some fees and charges by 3%, although some fees are set by statute and these will be set nationally. Other variations to the 3% increase are set out in 4.3 to 4.8.

4.3 Building Control fees have been set to recoup the cost of providing the services. It was recommended by the Joint Building Control partnership to keep the fees at the 2019/20 levels. – Appendix B.

4.4 Trade Waste have reviewed the Holiday homes packages and removed packages 1 and 3, replacing the weekly collections with fortnightly collections for holiday homes. – Appendix C.

4.5 Land Charges fees have been set to recoup the cost of providing the service, without changing the current fees the land charges service is still budgeted to recover all the costs and break even. – Appendix D.

4.6 There are minimal changes to the Environment Health fees, as the majority of these are set by statute or set to recover costs. The changes include amendments to the Dangerous Wild Animals, Zoo and Residential caravan site licence fees. – Appendix E

4.7 Although the Pannier Market fees have been recommended to be increased by 3%, it is proposed that the additional £5,000 received is earmarked to be spent on the Pannier Market. – Appendix H.

4.8 Garden Waste charges have not had an increase for 3 years and it is proposed not to increase the fees for the fourth year running. - Appendix J.

5. RESOURCE IMPLICATIONS

5.1 The net changes in the charges are expected to result in £28,250 of additional income which have been included within the draft 2020/21 budget.

5.2 The 2013/14, 2014/15 and 2015/16 financial years had a zero percent increase, with 2016/17 and 2017/18 having a 2% increase and 2018/19 and 2019/20 having a 3% increase.

6. EQUALITY ASSESSMENT

6.1 There are no equality implications anticipated as a result of this report. 7. CONSTITUTIONAL CONTEXT

7.1 Strategy and Resources has power to formulate the budgetary framework. 7.2 Article and paragraph Referred or delegated A key In the Forward power? decision? Plan?

Page 72 Agenda Item 13

Part 3 Annexe 4 delegated decision Yes Yes making

Part 4 Budget delegated to formulate Yes Yes Procedure Rules Budget

8. STATEMENT OF INTERNAL ADVICE

8.1 The author (below) confirms that advice has been taken from all appropriate Councillors and officers.

9. BACKGROUND PAPERS 9.1 None

Author: Tony Rumble (Accountancy Manager) Date: 13th January 2020 Reference: T:\Tony\excel\Fees and Charges\20 21\Fees and charges 20-21.doc

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RECOMMENDED ITEM CHARGE CHARGE 2019/2020 2020/2021 ALLOTMENTS V.A.T Exempt V.A.T. Exempt

Per 25 metre2 per annum 5.95 6.13

Page 75 Page Agenda Item 13 Appendix A

This page is intentionally left blank Agenda Item 13 Appendix B

Building Control Charges (Effective from 01 April 2020)

Guidance for calculation of Building Control Fee 1. Charges shown include VAT at 20% where applicable. The charges are based upon a generic risk assessment covering the expected design complexity and building methodology using the hourly rates set out in the Building Control Fee Charges Scheme. 2. The fee should cover all anticipated work and may be made up of a number of fees taken from the tables below. 3. For the purposes of calculating the fees the floor area should be calculated using internal dimensions. 4. The estimated cost of work means a reasonable amount that would be charged by a person in business to carry out the works including profit or based on the RICS building cost information service. A schedule of costs may be requested to justify estimates. 5. Where an extension to a dwelling has an internal floor area over 60m2 and for other works with an estimated cost exceeding £100,000 the fee will be quoted on an individual job basis. 6. Where an application is for the regularisation of unauthorised work or work has commenced prior to application the fee may be determined individually. Please note that work carried out in these circumstances is in contravention of the Building Regulations and can result in prosecution under the Building Act 1984. 7. Fees should be paid in full when the application is deposited. Where fees are in excess of £1,000.00 the fee may be split between a plan fee and inspection fee with the inspection fee invoiced when work commences on site. For larger projects payment terms may be negotiated as part of the quotation. 8. Payments by cheque should be made to North Devon Council. For credit/debit card payments please contact 01884 234974. 9. If you have any questions regarding the charge you should pay please contact us on 01884 234974. Please note that the processing of your application may be delayed if the fee is incorrect. Please note these fees are for guidance. If you believe that your work does not fall within the described categories or there are other factors that impact on the work involved in your project please do not hesitate to contact us for an individual quotation.

TABLE A: ERECTION OF NEW DWELLINGS NOT EXCEEDING 300M2 IN FLOOR AREA Number of dwellings Building Regulation Fee £ (incl VAT) 1 900.00 2 1,152.00 3 1,428.00 For sites with more than 3 dwellings or where a dwelling exceeds 300m2, please contact Building Control on 01884 234345 for an individual quotation Page 77

Agenda Item 13 Appendix B

TABLE B: DOMESTIC EXTENSIONS AND ALTERATIONS TO A SINGLE BUILDING

TYPE OF WORK Building Regulation Fee £ (incl VAT) 1. Single storey extension and loft conversions - floor area not exceeding 540.00 15m2 2. Up to two storey extension, total floor area 636.00 not exceeding 40m2 3. Up to two storey extension, total floor area 756.00 exceeding 40m2 but not exceeding 60m2 4. Loft conversion exceeding 15m2 636.00 5. Erection or extension of domestic garage 360.00 or carport up to 100m2 6. Conversion of a garage 360.00 7. Single window replacement 90.00 8. Up to 10 windows replaced 132.00 9. Electrical work that is subject to a BS 126.00 7671 cert 10. Electrical work not subject to a BS7671 372.00 Cert 11. Re-roofing 126.00 12. Installation of solid fuel burning appliance 264.00

TABLE C: ALL OTHER WORK Estimated Building Regulation Fee cost of work £ (incl VAT) £ Up to 1000 132.00

1001 to 5000 264.00 5001 to 10000 384.00 10001 to 20000 492.00 20001 to 30000 600.00 30001 to 40000 708.00 40001 to 50000 816.00 50001 to 60000 912.00 60001 to 70000 1,008.00 70001 to 80000 1,104.00 80001 to 90000 1,200.00 90001 to 100000 1,296.00

NMD Building Control Woodlands Enterprise Centre Pathfields Business Park PageSouth Molton 78 Devon EX36 3BY Tel: 01884 234345 / 234974 Email: [email protected] Website: www.nmdbuildingcontrol.co.uk

Agenda Item 13 Appendix C Trade Waste Proposed prices 2020/21

Current price Bin size per empty 3% Increase Current weekly rental 3% increase 1100 14.34 14.77 0.44 0.45 660 9.21 9.49 0.30 0.31 360 6.12 6.30 0.21 0.22 240 5.13 5.28 0.12 0.12 Bags 2.51 2.59 Annual Admin Charge 10.50 10.82

Schedule 2 Current price Bin size per empty 3% Increase 1100 9.93 10.23 660 7.14 7.35 360 3.97 4.09 240 2.32 2.39 Bags 1.16 1.19 Annual Admin Charge 10.50 10.82

Recycling Current price Bin size per empty 3% Increase 240 4.76 4.91 360 4.76 4.91 660 5.95 6.13 1100 8.33 8.58 Labels for card 2.51 2.59 box and bag set 1.79 1.85 Annual Admin Charge 10.50 10.82

Holiday Home Packages

Package A Current price 3% Increase Package B Current price 3% Increase Fortnightly over 31 weeks Fortnightly over 31 weeks 240 ltr bin 4.71 4.86 360 ltr bin 5.75 5.93 Recycling package 1.71 1.76 Recycling package 1.71 1.76 240 ltr bin hire for period 3.58 3.69 360 ltr bin hire for period 6.51 6.71 Admin Charge for period 10.50 10.82 Admin Charge for period 10.50 10.82 Total for season 137.85 141.99 Total for season 156.38 161.07

Properties not serviced by wheelie bins (accessibility or space constraints) will be given a hessian gull guard sack instead, to be rented at the same rate as a 240 litre bin. Packages 1 and 2 are available for these properties.

Additional add-ons 660 litre and 1100 litre wheelie bins are also available for the general waste where applicable

Black bag rolls to be sold at £4.00 per roll Additional waste bags (side waste) charged at £2.39 per bag

Additional collections outside of this period can be arranged. Please contact us for information

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Local Land Charges: Current Fees - Applicable from 1st April 2020

Enquiry Cost Payment by cheque Payment by Credit Card/BACS or similar means Full Search LLC1 & CON29R £71.00 £60.00 (Includes VAT £10.17) (Includes VAT £8.33) Form LLC1 Only (submitted by itself) £10.00 £10.00 (Extra parcels £5.00 each) (Extra parcels £5.00 each) Form CON29R Only (submitted by itself in full) – individual questions can be Paper Search £61.00 Electronic Search £50.00 asked, for the prices see below (Includes VAT £10.17) (Includes VAT £8.33) Extra Parcel of Land Full search ( for multiple parcel sites please contact us £11.00 per parcel (£5 non-vatable, £12.20 per parcel (£5 non-vatable, £6.00 for a quote) £6.00 vatable) vatable) (Includes VAT £1.00) (Includes VAT £1.00) Extra Parcel of Land CON29 only search ( for multiple parcel sites please £6.00 per parcel £6.00 per parcel contact us for a quote) (Includes VAT £1.00) (Includes VAT £1.00) 1.1 Decisions and Pending Applications (a-i) £4.00 (a-i) £4.00 Page 81 Page Which of the following relating to the property have been granted, issued or (Includes VAT £0.67) (Includes VAT £0.67) refused or (where applicable) are the subject of pending applications – (a) a planning permission (b) a listed building consent (c) a conservation area consent (d) a certificate of lawfulness of existing use or development (e) a certificate of lawfulness of proposed use or development (f) a certificate of lawfulness of proposed works for listed buildings (g) a heritage partnership agreement (j&k) £9.00 (j&k) £ 9.00 (h) a listed building consent order (Includes VAT £1.50) (Includes VAT £1.50) (l) £4.50 (l) £ 4.50 Agenda Item 13 (i) a local listed building consent order Appendix D (j) building regulation approval (Includes VAT £0.75) (Includes VAT £0.75) (k) building regulation completion certificate (l) any building regulations certificate or notice issued in respect of work carried out under a competent person self-certification scheme? 1.2 Planning Designations and Proposals £1.00 £1.00 What designations of land use for the property or the area, and what specific (Includes VAT £0.17) (Includes VAT £0.17) proposals for the property, are contained in any existing or proposed development plan?

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Roads and Public Rights of Way £16.80 £16.80 Roadways, footways and footpaths (Includes VAT £2.80) (Includes VAT £2.80) 2.1. Which of the roads, footways and footpaths mentioned in the application for this search (via boxes B and C) are: (a) highways maintainable at public expense (b) subject to adoption and, supported by a bond or bond waiver (c) to be made up by a local authority who will reclaim the cost from the frontagers (d) to be adopted by a local authority without reclaiming the cost from the frontagers? Public rights of way 2.2. Is any public right of way which abuts on, or crosses the property, shown in a definitive map or revised definitive map? 2.3. Are there any pending applications to record a public right of way that abuts, or crosses the property, on the Register? 2.4. Are there any legal orders to stop up, divert, alter or create a public right which abuts, or crosses the property not yet implemented or shown on a definitive map? 2.5. If so, please attach a plan showing the approximate route. Page 82 Page 3.1. Land Required for Public Purposes £1.20 £1.20 Is the property included in land required for public purposes? (Includes VAT £0.20) (Includes VAT £0.20)

3.2. Land to be Acquired for Road Works £1.20 £1.20 Is the property included in land to be acquired for road works? (Includes VAT £0.20) (Includes VAT £0.20) 3.3. Drainage Matters Please also contact South West Water direct for their current fees. (a) Is the property served by a sustainable urban drainage system (SuDS)? (b) Are there SuDS features within the boundary of the property? If yes, is At present there is no requirement for the Council to adopt SuDS and as such Agenda Item 13 the owner responsible for maintenance? Appendix D all SuDS will be in the ownership of the developer / landowner or otherwise (c) If the property benefits from a SuDS for which there is a charge, who bills transferred to the property owner or an appropriate management company. the property for the surface water drainage charge? Further enquiries should be directed to them.

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3.4. Nearby Road Schemes (a) to (f) £5.40 (a) to (f) £5.40 Is the property (or will it be) within 200 metres of any of the following:- (Includes VAT £0.90) (Includes VAT £0.90) (a) the centre line of a new trunk road or special road specific in an order, draft order or scheme (b) the centre line of a proposed alteration or improvement to an existing road involving construction of a subway, underpass, flyover, footbridge, elevated road or dual carriageway (c) the outer limits of construction works for a proposed alteration or improvement to an existing road, involving (i) the construction of a roundabout (other than a mini roundabout) or (ii) widening by construction of one or more additional traffic lanes (d) the outer limits of (i) construction of a new road to be built by a local authority; (ii) and approved alteration or improvement to an existing road involving construction of a subway, underpass, flyover, footbridge, elevated road or dual carriageway; or (iii) construction of a roundabout (other than a mini roundabout) or widening by construction of one or more additional traffic lanes (e) the centre line of the proposed route of a new road under proposals published for public consultation or Page 83 Page (f) the outer limits of (i) construction of a proposed alteration or improvement to an existing road involving construction of a subway, underpass, flyover, footbridge, elevated road or dual carriageway; (ii) construction of a roundabout (other than a mini roundabout) or (iii) widening by construction of one or more additional traffic lanes, under proposals published for public consultation? 3.5. Nearby Railway Schemes £1.20 £1.20 (a) Is the property (or will it be) within 200 metres of the centre line of a (Includes VAT £0.20) (Includes VAT £0.20) proposed railway, tramway, light railway or monorail? (b) Are there are any proposals for a railway, tramway, light railway or Agenda Item 13 monorail within the local authority’s boundary? Appendix D

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3.6. Traffic Schemes (a) to (l) £7.80 (a) to (l) £7.80 Has a local authority approved but not yet implemented any of the following (Includes VAT £1.30) (Includes VAT £1.30) for the roads, footways and footpaths named in boxes B and C and are within 200 metres of the the boundaries of the property:- (a) permanent stopping up or diversion (b) waiting or loading restrictions (c) one way driving (d) prohibition of driving (e) pedestrianisation (f) vehicle width of weight restriction (g) traffic calming works including road humps (h) residents parking controls (i) minor road widening or improvement (j) pedestrian crossings (k) cycle tracks; or (l) bridge building? 3.7. Outstanding Notices (a) to (f) £13.20 (a) to (f) £13.20 Do any statutory notices which relate to the following matters subsist in (Includes VAT £2.20) (Includes VAT £2.20) relation to the property other than those revealed in a response to any other Page 84 Page enquiry in this schedule:- (a) building works (b) environment (c) health and safety (d) housing (e) highways (f) public health (g) flood and coastal erosion risk management 3.8. Contraventions of Building Regulations £1.80 £1.80 Has a local authority authorised in relation to the property any proceedings (Includes VAT £0.30) (Includes VAT £0.30) Agenda Item 13 for the contravention of any provision contained in Building Regulations? Appendix D

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3.9. Notices, Orders, Directions and Proceedings under Planning Acts (a) to (n) £7.80 (a) to (n) £7.80 Do any of the following subsist in relation to the property, or has any local (Includes VAT £1.30) (Includes VAT £1.30) authority decided to issue, serve, make or commence any of the following:- (a) enforcement notice (b) stop notice (c) listed building enforcement notice (d) breach of condition notice (e) planning contravention notice (f) other notice relating to breach of planning control (g) listed building repairs notice (h) in the case of a listed building deliberately allowed to fall into disrepair, a compulsory purchase order with a direction for minimum compensation (i) building preservation notice (j) direction restricting permitted development (k) order revoking or modifying a planning permission (l) order requiring discontinuance of use or removal of building works (m) tree preservation order (n) proceedings to enforce a planning agreement or planning contribution?

Page 85 Page 3.10 Community Infrastructure levy (CIL) (a) to (h) £3.60 (a) to (h) £3.60 (a) Is there a CIL charging schedule? (Includes VAT £0.60) (Includes VAT £0.60) (b) If, yes, do any of the following subsist in relation to the property, or has a local authority decised to issue, serve, make of commence any of the following:- (i) a liability notice? (ii) a notice of chargeable development? (iii) a demand notice? (iv) a default liability notice? (v) an assumption of liability notice? (vi) a commencement notice? Agenda Item 13 (c) Has any demand notice been suspended? Appendix D (d) Has the Local Authority received full or part payment of any CIL liability? (e) Has the Local Authority received any appeal against any of the above? (f) Has a decision been taken to apply for a liability order? (g) Has a liability order been granted? (h) Have any other enforcement measures been taken? 3.11. Conservation Areas £1.20 £1.20 Do the following apply in relation to the property:- (Includes VAT £0.20) (Includes VAT £0.20) (a) the making of the area a Conservation Area before 31 August 1974; or (b) an unimplemented resolution to designate the area a Conservation Area?

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3.12. Compulsory Purchase £3.90 £3.90 Has any enforceable order or decision been made to compulsorily purchase (Includes VAT £0.65) (Includes VAT £0.65) or acquire the property? 3.13. Contaminated Land £1.20 £1.20 Do any of the following apply (including any relating to land adjacent to or (Includes VAT £0.20) (Includes VAT £0.20) adjoining the property which has been identified as contaminated land For all parts of the question For all parts of the question because it is in such a condition that harm of pollution of controlled waters might be caused on the property:- (a) a contaminated land notice (b) in relation to a register maintained under section 78R of the Environmental Protection Act 1990:- (h) a decision to make an entry; or (ii) an entry; or (c) consultation with the owner or occupier of the property conducted under section 78G(3) of the Environmental Protection Act 1990 before the service of a remediation notice?

Page 86 Page 3.14. Radon Gas £1.20 £1.20 Do records indicate that the property is in a ‘Radon Affected Area’ as (Includes VAT £0.20) (Includes VAT £0.20) identified by Public Health England?

3.15 Assets of Community Value £3.60 £3.60 (a) Has the property been nominated as an asset of community value? If so:- (Includes VAT £0.60) (Includes VAT £0.60) (i) Is it listed as an asset of community value? (ii) Was it excluded and placed on the “nominated but not listed” list? (iii) Has the listing expired? (iv) Is the Local Authority reviewing or proposing to review the listing? (v) Are there any subsisting appeals against the listing? Agenda Item 13 (b) If the property is listed: Appendix D (i) Has the Local Authority decided to apply to the Land Registry for an entry or cancellation of a restriction in respect of listed land affecting the property? (ii) Has the Local Authority received a notice of disposal? (iii) Has any community interest group requested to be treated as a bidder?

Form CON29O 4 – £6.00 4 – £6.00 5 – £6.00 5 – £6.00 6 – £6.00 6 – £6.00 7 – £6.00 7 – £6.00 8 – £6.00 8 – £6.00 9 – £6.00 9 – £6.00

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10 – £6.00 10 – £6.00 11 – £6.00 11 – £6.00 12 – £6.00 12 – £6.00 13 – £6.00 13 – £6.00 14 – £6.00 14 – £6.00 15 – £6.00 15 – £6.00 16 – £6.00 16 – £6.00 17 – £6.00 17 – £6.00 18 – £6.00 18 – £6.00 19 – £6.00 19 – £6.00 20 – £6.00 20 – £6.00 21 – £6.00 21 – £6.00 22 – £6.00 22 – £6.00 (Each question includes VAT £1.00) (Each question includes VAT £1.00)

Additional Questions Paper & Electronic Searches Non Standard Typed (Client’s own questions) £12.00 per question (Includes VAT £2.00)

Page 87 Page Personal Searches Free access or we can do it on your behalf for £10.00 for which you will receive Of the Local Land Charges Register an official LLC1 result Expedited Searches All searches or enquiries – £25.00 (in addition to the fee for the search or enquiry) – please note this is not normally required as our turnaround is fast (1 or 2 working days). Please contact us for our current turnaround time prior to submitting an expedited fee.

Agenda Item 13 Appendix D

7 This page is intentionally left blank Agenda Item 13 Appendix E

List of Fees and Charges

Environmental Health and Housing Services (2020/2021)

Effective from 1 April 2020

1 Page 89 Agenda Item 13 Appendix E

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2 Page 90 Agenda Item 13 Appendix E Contents Page No

1 Introduction……………………………….………………………………………………………...4

2 European Services Directive………………………….………………………………………….5

3 Hemmings v Westminster City Council……………….…………………………………………6

4 Fee Guidance………………………………………………………..…………………………..…6

5 Process of Annual Fee Payments…………………………………………………………..……6

6 Payment Options……………………………………………………………………………..……7 - Online payment…………………………………………………………………………...…….7 - Telephone payment………………………………………………………………………….…7

7 Refunds…………………………………………………………………………………………..…7

8 Failure to Make Payment………………………………………………………………………….8 Non-Payment of Annual Maintenance Fees…………………………………………………….8

9 Criminal Record Disclosure……………………………………………………………………….8 - Taxi and Private Hire Drivers Licences……………...……………………………………….9 - Basic Criminal Record Disclosure…………………………………………………………….9

10 Type 1 Regime Fees……………………………………………………………………..…11

Alcohol, Regulated Entertainment Etc…………………………………………………………11 - Premises Licences – Licensing Act 2003……………………………………….…………11 - Club Premises Certificates – Licensing Act 2003…………………………………………11 - Personal Licences – Licensing Act 2003…………………………………………………..12 - Temporary Event Notices – Licensing Act 2003………………………………….……….12

Gambling Act 2005……………………………………………………………………………….13 - Permits – Gambling Act 2005…………………………………………………….……..…..13 - Notifications – Gambling Act 2005…………...……………………………………………..14 - Small Society Lotteries – Gambling Act 2005……………………………..………………14

Abandoned Vehicle Charges……………………………………………………………………14 Local Air Pollution and Prevention and Control (LAPPC)…………………………………....16 LAPPC Mobile Plant……………………………………………………………………………..17 LA-IPPC………………………………………………………………………………………...…17

11 Type 2 Regime Fees……………………………………..…………………………………18

Premises Licences – Gambling Act 2005……………………………………………………...18 Temporary Use Notices – Gambling Act 2005……………………………………………..…19 Private Water Supplies………………………………………………………………………..…19

3 Page 91 Agenda Item 13 Appendix E 12 Type 3 Regimes Fees………………………………………………………………………20

Activities Involving Animals……………………………………………………………………..20 - Hiring Out Horses………………………………………………………………………….....20 - Breeding of Dogs……………………………………………………………………………...20 - Keeping or Training Animals for Exhibition………………………………………………...20 - Home-Boarder of Dogs………………………………………………………………………20 - Non-Home Boarder of Cats or Dogs………………………………………………………..20 - Dog Day Care…………………………………………………………………………………20 - Selling Animals as Pets………………………………………………………………………20

Dangerous Wild Animals……………………………………………………………….………..21 Zoos…………………………………………………………………………………………….….21 Scrap Metal Dealers……………………………………………………………………………..22 Skin Piercing Registrations…………………………………………………………… ………..22 Sex Establishments………………………………………………………………………………22 Boat and Boatman’s Licences…………………………………………………………………..23 Hackney Carriage and Private Hire…………………………………………………………….23 Camping and Caravan Sites…………………………………………………………………….23 Houses in Multiple Occupancy………………………………………………………………….24

Food/Health and Health and Safety Fees………..……………………………………………24 - Export Health Certificate……………………….…………………………………………….24 - Food Surrender Certificate…………………………………………..………………………24 - Primary Authority Partnership……………………………………………………………….24 - Fishery Products……………………………………………………………………………...25

Stray Dogs……………………………………………………………..……….…………………25

4 Page 92 Agenda Item 13 Appendix E 1. Introduction

1.1 The Council’s Environmental Health and Housing Services department has produced this document to set out its fees and charges applicable for the majority of the regimes for which it is responsible. The fees listed do not contain VAT unless specifically listed.

1.2 The regimes listed within this document cover a wide range of activities and services ranging from the sale and supply of alcohol to individuals keeping dangerous wild animals. The purpose of the regimes are specific to the legislation that governs them, but in general are required to protect the public; businesses; ensure fair trading; and ensure the welfare of animals.

1.3 The Council has the power to set local fees for certain regimes, however, a number of regimes have fees that have been set by a specific Act or associated regulations. There are three types of fee regime set out within this document, each of which relates to how the fees have been set. These regimes are summarised in the following table:

Type 1 Type 2 Type 3 Fee Regime Fee Regime Fee Regime

Fees that are set by A maximum fee cap is The relevant statute statute for which the set by statute that permits the Council to set Council has no permits the Council to its own local fees that will power to amend. set a reasonable fee to enable it to recover its recover its costs up to reasonable costs. that cap.

1.4 All of the fees within Type 2 up to the relevant cap and all of the fees within Type 3 fee regimes aim to recover the Council’s reasonable costs in carrying out its functions for each specific regime. Some of these fees are under review with the aim to improve the level of cost recovery. The fees relate to that regime only and all the income received from fees is used to offset those costs. The Council cannot and does not use the income from one specific licensing regime to cover deficits in other regimes.

1.5 The Council will aim to undertake a review of Type 2 and 3 licensing regime fees every year. When considering the fees the Council will take into account the costs that it has incurred from the previous year and set a fee based on those costs. If the Council does, in reviewing the fees identify a surplus or a deficit it will adjust the fees accordingly to either reduce the fee levels to reduce the surplus, or increase the fee levels to repay that deficit in costs from previous years. This means that the fees will fluctuate year on year based on the review of income and cost associated with that relevant licensing regime.

1.6 This document is intended to contain all of the relevant information relating to fees and payment of those fees that persons, businesses, and their agents require to ensure that they can make valid applications and continue relevant authorised activities.

5 Page 93 Agenda Item 13 Appendix E 2. European Services Directive

2.1 The European Union Services Directive -2006/123/EC (the Directive) was given effect in UK law via the Provision of Services Regulations 2009 (SI2009/2999). This Directive and the Regulations contain provisions about the fees which may be charged under relevant licensing regimes within the scope of the Directive. In particular licensing authorities may not set fees that are dissuasive, and any fees must be reasonable and proportionate to the cost of the licensing process and the issuing of the licence.

2.2 These provisions have been taken into account in setting the fees set out in this document.

3. Hemmings v Westminster City Council

3.1 In addition, the case of Hemmings v Westminster City Council has provided further clarification of the type of costs which may be taken into account when setting fees, and when fees may be payable. It was concluded that a licence fee is essentially made up of two parts; the first part for the direct costs of processing an application, and the second part for the costs associated with running the licensing function. The latter element included monitoring and enforcement of licensed and unlicensed premises, and this should be reflected in how the fees are charged. The second part of the fee should only be payable if a licence is granted.

3.2 The Council has following this decision, commenced a review of Type 3 regime fees, for which the Directive relates to identify the costs for processing an application through to determination (Part A) and the cost for running and the enforcement of the licensing regime (Part B). These are reflected in the Type 3 regime fees set out in Section 12 of this document.

4. Fee Guidance

4.1 Further guidance contained in the following documents has been considered when setting fees.

4.1.1 Local Government Association, Guidance on Locally Set Licence Fees, 2018.

4.1.2 Department for Business, Innovation and Skills, Guidance for Business on the Provision of Services Regulations, 2009.

5. Process of Annual Fee Payments

5.1 It is the responsibility of each licence holder to ensure that any relevant annual fee is paid in time. It is the practice of the Council to issue an invoice for annual maintenance fees under the Licensing Act 2003 and Gambling Act 2005. Non-payment may result in enforcement action. See Section 8 for further information.

5.2 The payment of annual fees can be paid over the phone or via cheque.

6 Page 94 Agenda Item 13 Appendix E 6. Payment Options

6.1 The Council provides a number of fee payment options. These are:

6.1.1 attending Lynton House, Commercial Rd, Barnstaple, Devon, EX31 1DG in person and making a payment by credit or debit card, cheque or postal order

6.1.2 making an application online via the online payment system

6.1.3 requesting to make payment over the phone via an officer (not the automated telephone line) using a credit or debit card

6.1.4 sending in a cheque or postal order with a paper application form.

Online payment

6.2 If an applicant uses the online application process they will be required to make a credit or debit card payment via this process before the application is submitted to the Council. This is the simplest and easiest way of making an application to the Council and paying the required fee.

6.3 To apply online for the majority of licence applications please visit the Council’s website via www.northdevon.gov.uk

Telephone payment

6.4 If an applicant wishes to make a paper application, they may contact the Council and make a payment over the telephone. The Council accepts all credit and debit cards with the exception of American Express, Diners, and JCB.

7. Refunds

7.1 The Council will not generally refund Environmental Health and Housing fees, particularly where it has incurred costs in accepting and processing applications. Each case will, however, be decided upon merit.

7.2 Any requests for a refund must be made in writing to Environmental Health and Housing Services, setting out the reasons for the refund request, which application the request relates to, and providing the required information to enable a potential refund to be processed.

7.3 If a fee was paid over the phone then a refund can be made to the same card in which the payment was made from, subject to that card still being within the relevant expiry date.

7.4 If a licence, for which a Part B fee is in place is surrendered during the period in which that licence is in force, a refund of the part B fee will be provided for every full month of the outstanding period of that licence. The Part A fee amount is non-refundable as this fee covers the initial processing cost for that application.

7 Page 95 Agenda Item 13 Appendix E 8. Failure to Make Payment

8.1 If the application fee is not paid, is made via a payment method that isn’t accepted or is not the correct fee amount then the application will be deemed as invalid. This means that if that application process has a consultation period it will not have started and the Council will not be able to determine the application.

8.2 In the event of an application being made without a fee, with the wrong payment method or with a fee which is not correct then a member of Environmental Health and Housing Services will attempt to contact the applicant or its agent via email or telephone. If these methods are not available then a letter will be sent to the applicant or agent. The applicant or the agent will be advised of the reasons for invalidity and what can be done to rectify the position.

8.3 The best option to address the issues with the fee is to make a payment over the phone via credit or debit card. Once the payment is authorised an officer will be able to confirm that the application is valid and any consultation start dates will be confirmed over the phone.

8.4 If no payment is made or no contact is made by the applicant or agent within 14 days of the notification of the application being invalid the Council will close the application. A new application will then be required in full. The applicant or agent will be notified of this in writing if the application is closed.

Non- Payment of Annual Maintenance Fees

8.5 The Council sends invoices for annual maintenance fees, to remind licence holders of their annual fee payment due deadline, to inform them of the payment amount and how it can be made. If an annual maintenance fee payment has not been made by the specific deadline, the Council will serve a notice, advising of the need to make the payment immediately. If an annual maintenance fee is not then made within ten working days the Council will take the required steps which are to suspend the Licensing Act 2003 Premises Licence or revoke the Gambling Act 2005 Premises Licence.

8.6 If the licensable activity continues whilst a licence is suspended or revoked the Council will commence enforcement action for the relevant offence of operating without the correct permission being in place. Sanctions relating to the provision of licensable activities without required permissions can include imprisonment, a significant fine or both.

9. Criminal Record Disclosures

9.1 The Licensing Team will require applicants to provide evidence of criminal record disclosures to ensure the suitability of applications for certain licences and permits.

9.2 There are two primary routes for gaining such checks, and these are dependent on the nature of the licence or permit applied for. They are typically gained either via the Disclosure and Barring Service (DBS) or a Responsible Organisation (a third party registered with DBS). The following disclosure requirements and fees currently apply.

8 Page 96 Agenda Item 13 Appendix E Please note that fees are not payable directly to North Devon Council and as such please be mindful that they are subject to change.

9.3 All disclosures are handled according to a Code of Practice, a copy of which is available on request.

9.4 Further information about the DBS is available via: https://www.gov.uk/government/organisations/disclosure-and-barring-service

Taxi and Private Hire Driver’s Licences

9.5 An Enhanced DBS Disclosure is required for a new driver application and every three years thereafter.

Fee for Enhanced Disclosure via the £44.00 DBS Administration fee for GBG Group PLC £11.40 electronic application (North Devon Council’s preferred umbrella body for Enhanced Disclosures) £24.00 non-electronic application

9.6 Electronic DBS applications will require payment to be made online to GB Group PLC when drivers make their online application. Non-electronic applications are not recommended but in these cases drivers will need to make the above payment to North Devon Council (who will in turn pay GB Group PLC).

9.7 Drivers using GB Group will have a choice of undertaking their ID verification either at the Council (at one of their offices in Barnstaple, South Molton or Ilfracombe) or at Barnstaple Post Office, High Street, Barnstaple. The Council’s preference is that drivers use the Post Office for ID verification.

Fee for identity verification with North £6.00 Devon Council Fee for identify verification with Post £6.00 Office

9.8 Where an applicant is unable to verify their identification using Route 1 information, such as a full driving licence, passport and utility bills; the DBS requires identification using Route 2 identification checks (using credit reference agency data). If applicable, a member of the Licensing Team will let you know, as a signed authority is required first before the Council will perform the check. The following administration fee will be payable to North Devon Council in these circumstances to cover the cost of the Route 2 check.

Route 2 check: £10.00

9.9 The DBS provides a service called the Update Service which is highly recommended for drivers. For an annual subscription drivers can keep their DBS Enhanced Disclosure up-to-date and take it with them from role to role, within the same workforce, where the same type and level of check is required. This can save drivers both time and money. Application must be made within 19 days of the date of issue of the certificate.

9 Page 97 Agenda Item 13 Appendix E

Sign up to DBS Update Service: £13.00

Basic Criminal Record Disclosure

9.10 Basic Criminal Record Disclosures are applicable for licences and permits including, scrap metal site and collector licences, private hire operators, personal licences and gambling related permits etc. The applicant will receive a copy of the disclosure information for their reference and the Council will request to examine this information in order to help determine the outcome of the relevant application. These documents are generally only valid for a limited period depending on the nature of the application.

9.11 Applicants can gain their Basic Criminal Record Disclosure from a Responsible Organisation (a third party registered with DBS). A list of Responsible Organisations can be found at:

https://www.gov.uk/guidance/responsible-organisations

9.12 Cost and return times vary with chosen Responsible Organisation.

9.13 For personal licences the alternative is a Devon and Cornwall Police Access Search available from:

Data Protection Office Tel: 01392 452675 Strategic Development Email: www.devon-cornwall.police.uk Devon and Cornwall Police Police HQ Middlemore Exeter EX2 7HQ

9.14 Cost approx. £10.00 but return times are longer than a Basic Criminal Record Disclosure completed via a Responsible Organisation.

If you have any further queries, please telephone Environmental Health and Housing Services on 01271 388870.

10 Page 98 Agenda Item 13 Appendix E 10. Type 1 Regime Fees

10.1 The following fees have been set via the relevant statutes associated with that licensing regime. The specific legislation relating to these fees has been included for reference.

Alcohol, Regulated Entertainment Etc.

10.2 The Licensing Act 2003 fees for Premises Licences and Club Premises Certificates are based on the rateable value for the premises to which the licence or certificate relates. To identify what the rateable value is for a property, applicants should visit the Valuation Office Agency (VOA) website https://www.gov.uk/correct-your-business-rates

10.3 Some newly built premises may not have a rateable value when an application is being made. Open spaces will not normally not have a rateable value and as such are unlikely to appear on the VOA site. In these cases applicants should make the application and pay the Band A fee level. When a rateable value of a premises is amended, any annual fee that becomes due will also be amended to reflect any change.

10.4 The fees relating to licences and notifications under the Licensing Act 2003 are set out in the Licensing Act 2003 (Fees) Regulations 2005.

Grant & Full Variation of Premises Licence/Club Premises Certificate Rateable value Band Initial application Annual maintenance fee fee No rateable value to £4,300 A £100 £70 £4,300 to £33,000 B £190 £180 £33,001 to £87,000 C £315 £295 £87,001 to £125,000 D^ £450 £320 £125,001 and above E^ £635 £350 ^A multiplier is applied to premises in bands D and E, where they are exclusively or primarily in the business of supplying alcohol for consumption on the premises as follows Band D (x2) E (x2) Application Fee £900 £1,905 Annual Fee £640 £1,050

Large Venues - Additional Fees Where the maximum number of persons the applicant proposes should, during the times when the existing licence authorises licensable activities to take place on the premises, be allowed on the premises at the same time is 5,000 or more, an application must be accompanied by an additional fee:

Number in attendance at any Grant and Variation Annual Fee one time Fee 5,000 to 9,999 £1,000 £500 10,000 to 14,999 £2,000 £100 15,000 to 19,999 £4,000 £2000 20,000 to 29,999 £8,000 £4000

11 Page 99 Agenda Item 13 Appendix E 30,000 to 39,999 £16,000 £8,000 40,000 to 49,999 £24,000 £12,000 50,000 to 59,999 £32,000 £16,000 60,000 to 69,999 £40,000 £20,000 70,000 to 79,999 £48,000 £24,000 80,000 to 89,999 £56,000 £28,000 90,000 and over £64,000 £32,000

Exemptions No fee payable for applications for premises licences/club premises certificates, which relate to the provision of regulated entertainment and:

The application is by a proprietor of an educational institution in respect of premises that are or form part of an education establishment: (a) The establishment is a school or college; (b) The provision of regulated entertainment on the premises is carried on by the establishment for and on behalf of that establishment; OR

(2) The application is in respect of premises that are or form part of a church hall, chapel hall or similar building or a village hall, parish hall or other similar building

Additionally no annual fee is payable under the above exemption

Further Licensing Act fees * see section on Criminal Record Disclosure for additional fees that may apply

Application for grant/renewal personal licence* £37.00 Temporary Event Notice £21.00 Theft, loss etc., of Temporary Event Notice £10.50 Theft, loss etc., of premises licence or summary £10.50 Application for Provisional Statement £315.00 Notification of change of name or address £10.50 Application to vary licence to specify individual as Premises Supervisor £23.00 Application for transfer of Premises Licence £23.00 Interim Authority Notice following death etc. of licence holder £23.00 Theft, loss etc., of certificate or summary £10.50 Notification of change of name or alteration of club rules £10.50 Change of relevant registered address of club £10.50 Theft, loss etc., of Personal Licence £10.50 Duty to notify change of name or address £10.50 Right of free holder etc., to be notified of licensing matters £21.00 Disapplication of Premises Supervisor for community premises £23.00 Minor Variation £89.00

Fees for enquiries about the Licensing Act register 5p per page, plus postage and packing Where total charge per page equates to less than £5.00, no fee is applicable No charge when viewed at Lynton House Where officer time is required to search for individual records and prepare documents for viewing, an additional charge of £6.50 per hour may be made

12 Page 100 Agenda Item 13 Appendix E Gambling Act 2005

Permits

10.5 The Gambling Act 2005 (Family Entertainment Centre Gaming Machine) (Permits) Regulations 2007

Application Type Fee Family Entertainment New* £300 Centre Gaming Machine Renewal* £300 Permit Change of name £25 Duplicate £15 * see Section 9 on Criminal Record Disclosure for additional fees that may apply

10.6 The Gambling Act 2005 (Club Gaming and Club Machine Permits) Regulations 2007

Application Type Fee Club Gaming and Club New £200 Machine Permits New £100 (holder of a Club Premises Certificate under the Licensing Act 2003) Renewal £200 Renewal £100 (holder of a Club Premises Certificate under the Licensing Act 2003) Variation £100 First annual fee £50 Annual fee £50 Duplicate £15

10.7 The Gambling Act 2005 (Licensed Premises Gaming Machine Permits) (England and Wales) Regulations 2007

Application Type Fee Licensed Premises New £150 (Licensing Act 2003) Transfer £25 Gaming Machine Permit Variation £100 First Annual Fee £50 Annual Fee £50 Change of name £25 Duplicate £15

10.8 The Gambling Act 2005 (Prize Gaming) (Permits) Regulations 2007

Application Type Fee Prize Gaming Permits New £300 Renewal £300 Transfer (change of name) £25 Duplicate £15

13 Page 101 Agenda Item 13 Appendix E Notifications

10.9 Gaming Machines in Alcohol Licensing Premises (Notification Fee) (England and Wales) Regulations 2007

Application Type Fee Alcohol licensing premises New £50 notification of making two or less gaming machines available for use

Small Society Lotteries

10.10 The Small Society Lotteries (Registration of Non-Commercial Societies) Regulations 2007

Application Type Fee Small Society Lotteries New £40 Annual fee £20

Abandoned Vehicle Charges

10.11 The Removal, Storage and Disposal of Vehicles (Prescribed Sums and Charges) Regulations 2008 for further information, definitions etc.

Charges in Relation to Removal of Vehicles

Vehicle position and Vehicle equal to Vehicle exceeding Vehicle exceeding Vehicle condition or less than 3.5 3.5 tonnes MAM but 7.5 tonnes MAM exceeding 18 tonnes MAM equal to or less than but equal to or less tonnes MAM 7.5 tonnes than 18 MAM

Vehicle on road, £150 £200 £350 £350 upright and not substantially damaged or any two wheeled vehicle whatever its condition or position on or off the road

Vehicle, excluding a £250 £650 Unladen–£2000 Unladen– two wheeled vehicle, £3000 on road but either not Laden–£3000 Laden–£4500 upright or substantially damaged or both

14 Page 102 Agenda Item 13 Appendix E

Charges in Relation to Removal of Vehicles

Vehicle position and Vehicle equal to Vehicle exceeding Vehicle exceeding Vehicle condition or less than 3.5 3.5 tonnes MAM but 7.5 tonnes MAM exceeding 18 tonnes MAM equal to or less than but equal to or less tonnes MAM 7.5 tonnes than 18 MAM

Vehicle, excluding a £200 £400 Unladen–£1000 Unladen– two wheeled vehicle, £1500 off road, upright and Laden–£1500 Laden–£2000 not substantially damaged

Vehicle, excluding a £300 £850 Unladen–£3000 Unladen– two wheeled vehicle, £4500 off road but either not Laden–£4500 Laden–£6000 upright or substantially damaged or both

Charges in Relation to the Storage of Vehicles

Two wheeled Vehicle, not Vehicle exceeding 3.5 Vehicle exceeding 7.5 Vehicle vehicle including a two tonnes MAM but equal to tonnes MAM but equal exceeding wheeled vehicle, or less than 7.5 tonnes to or less than 18 18 tonnes equal to or less MAM MAM MAM than 3.5 tonnes MAM

£10 £20 £25 £30 £35

Charges in Relation to the Disposal of Vehicles

Two wheeled Vehicle, not including Vehicle exceeding 3.5 Vehicle exceeding Vehicle vehicle a two wheeled tonnes MAM but equal 7.5 tonnes MAM exceeding 18 vehicle, equal to or to or less than 7.5 but equal to or less tonnes MAM less than 3.5 tonnes tonnes MAM than 18 MAM MAM

£50 £75 £100 £125 £150

15 Page 103 Agenda Item 13 Appendix E Local Air Pollution and Prevention and Control (LAPPC)

10.12 The Pollution Prevention and Control Act 1999 provides for the setting of fees and charges for Local Authority - Integrated Pollution Prevention and Control (LA-IPPC), and Local Air Pollution Prevention and Control (LAPPC) at levels that will recover costs of local authorities of implementing the system. The fees and charges are set nationally by DEFRA in consultation with affected industries and local authorities.

Type of Type of process Fee charge Application Standard process £1650 Fee Additional fee for operating without a permit £1188 PVRI, SWOBs & Dry Cleaners RFA’s: £155 PVR I & II combined £257 Vehicle Refinishers (VR’s) & other RFA’s £362 Reduced Fee Activities: Additional fee for operating £71 without a permit Mobile screening and crushing plant £1650 For the third to seventh applications £985 For the eighth and subsequent applications £498 Where an application for any of the above is for a combined Part B and waste application, add an extra £279 to the above amounts. Annual Standard Process – LOW RISK £772 (+£104)* Subsistence Standard Process – MEDIUM RISK £1161 (+£156)* Charge Standard process – HIGH RISK £1747 (+£207)* Reduced Fee Activities Low/Med/High £79 £158 £237 PVR I & II combined Low/Med/High £113 £226 £341 Vehicle Refinishers Low/Med/High £228 £365 £548 Mobile screening and crushing plant L/M/H £626 £1034 £1551 For the third to seventh permits L/M/H £385 £617 £924 For the eighth and subsequent permits £198 £314 £473 L/M/H *The additional amounts in brackets will be charged where a permit is for a combined Part B and waste installation. Where a Part B Installation is subject to reporting under the E-PRTR Regulation, an additional £103 will apply to the above amounts. Late payment fee – applies when invoice remains unpaid £52 8 weeks from the date issued. Transfer Standard process transfer £169 and Standard process partial transfer £497 Surrender New operator at low risk reduced fee activity £78 Surrender: all Part B activities £0 Reduced fee activities: transfer £0 Reduced fee activities: partial transfer £47 Temporary First transfer £53 transfer for Repeat following enforcement or warning £53 mobiles Substantial Standard process £1050

16 Page 104 Agenda Item 13 Appendix E change Standard process where the substantial change results in £1650 a new PPC activity Reduced fee activities £102

LAPPC Mobile Plant

No. of Application Fee Subsistence Fee Permits Low Med High

1 £1650 £626 £1034 £1551 2 £1650 £626 £1034 £1551 3 £985 £385 £617 £924 4 £985 £385 £617 £924 5 £985 £385 £617 £924 6 £985 £385 £617 £924 7 £985 £385 £617 £924 8 and over £498 £198 £314 £473

LA-IPPC

Type of charge Local Authority Element Application £3363 Additional fee for operating without a permit £1188 Annual Subsistence - LOW £1446 Annual Subsistence – MEDIUM £1610 Annual Subsistence - HIGH £2333 Late payment fee £52 Substantial Variation £1368 Transfer £235 Partial Transfer £698 Surrender £698

Subsistence charges can be paid in four equal quarterly instalments paid on 1st April, 1st July, 1st October and 1st January. Where paid quarterly, the total amount payable to the local authority will be increased by £38.

Reduced fee activities are: Service Stations, Vehicle Refinishers, Dry Cleaners and Small Waste Oil Burners under 0.4MW.

Newspaper adverts may be required under EPR at the discretion of the Local Authority as part of the consultation process when considering an application (see Chapter 9 of the General Guidance Manual). This will be undertaken and paid for by the LA and the charging scheme contains a provision for the LA to recoup its costs

17 Page 105 Agenda Item 13 Appendix E 11. Type 2 Regime Fees

Gambling Act 2005

Premises Licences

11.1 The Gambling (Premises Licence Fees) (England and Wales) Regulations 2007

Gambling Act Premises Licence Applications, Annual & Other Complex Fees

Application/ Bingo Adult Betting Family Betting premises Premises Gaming Premises Entertainment Premises Licence Centre (Track) Centre (other) Premises Licence Premises Licence Licence Licence Non- £705 £705 £560 £560 £705 conversion fee, provisional statement Non- £2030 £1210 £1410 £1210 £1720 conversion fee, other premises Annual fee £590 £590 £590 £425 £365

Fee for variation £1015 £590 £705 £590 £850 application

Fee for transfer £705 £705 £560 £560 £705 application Fee for £705 £705 £560 £560 £705 application to reinstate Fee for £2030 £1210 £1410 £1210 £1720 provisional statement

Premises licence ancillary fees Notification of change in address/circumstances £10.50 Replacement/copy of Licence £10.50 Copy of Public Register 5p per page, plus postage and packing. Where total charge per page equates to less than £5.00, no fee is applicable. No charge when viewed at Lynton House. Where officer time is required to search for individual records and prepare documents for viewing, an additional charge of £6.50 per hour may be made

18 Page 106 Agenda Item 13 Appendix E Temporary Use Notices

11.2 The Gambling Act 2005 (Temporary Use Notices) Regulations 2007

Gambling Notices Giving of a Temporary Use Notice £50.00 Replacement of an endorsed copy of a Temporary Use Notice £10.50 Occasional Use Notice No fee

Private Water Supplies

11.3 Private Water Supply Regulations 2016

Laboratory Fees – charged by the laboratory for sample analysis Fee Analysis of sample under Regulation 10 £14.05 Analysis of sample under Regulation 9 - Check monitoring £10.73 Schedule 1, Part 1, Table A (1st part) – microbiological parameters.

Analysis of sample under Regulation 9 - Check monitoring £56.42 Schedule 2, Part 1, Table 1 – chemical parameters: Full suite (PWS CM)

Analysis of sample under Regulation 9 - Check monitoring £14.05 Schedule 2, Part 1, Table 1 – chemical parameters: Basic/Reduced Suite (PWS 210)

Analysis of sample under Regulation 9 - Audit monitoring £25.11 Schedule 1, Part 1, Table B

Type of Activity Fee Risk Assessment – new £204 Risk Assessment – review and update £135 Sampling – programmed sampling (based on 5 visits per day £76.50 programme) Sampling – customer requests (single requests, requiring unlinked £100 geographical lists) and last minute or urgent requests Investigations £100 Granting authorisations £100

19 Page 107 Agenda Item 13 Appendix E 12. Type 3 Regime Fees

12.1 The following fees have been set by the council using the relevant statutory powers within the statutes governing those licensing regimes.

Activities Involving Animals

12.2 The Animal Welfare (Licensing of Activities Involving Animals) (England) Regulations 2018

Licence Activity (Grant and Renewal) Part A Initial Application Hiring out horses £247 Breeding of dogs £235 Keeping or training animals for exhibition £154 Home boarder of dogs £189 Non- home boarder of cats or dogs £235 Dog day care £212 Selling animals as pets £235

Veterinary Fee Part A Veterinary Fee Breeding of dogs (grant only, unless in exceptional circumstances) £200 Hiring out horses (grant and renewal) £250

Part B Fee All Licensed Activities (Payable after grant of Licence Period licence only) One year licence £180 Two year licence £180 Three year licence £180

Variation Application Including Re-Rating Variation Fee With no inspection £31 With council inspection £200 £31 plus additional fee according With veterinary inspection to veterinary invoice

20 Page 108 Agenda Item 13 Appendix E Dangerous Wild Animals

12.3 Dangerous Wild Animals Act 1976

Under review, the following fees are proposed: Application Type Part A Part B Total A & B Grant and renewal of a licence for £434.95 £116.93 £551.87 keeping dangerous wild animals plus vets fees as per invoice

Zoos

12.4 The Zoo Licensing Act 1981

Under review, the following fees are proposed: Application Type Part A Part B Total A & B Zoo licence grant application plus £646.59 £1,117.63 £1,764.21 vets fees Zoo licence grant application, £646.59 £561.24 £1,207.83 s14(1)(b) dispensation plus vets fees Zoo licence renewal application plus £286.51 £1,398.25 £1,684.76 vets fees

Zoo licence renewal application £286.51 £1,120.05 £1,406.57 s14(1)(b) dispensation plus vets fees Zoo licence transfer application, plus £220.42 vets fees where appropriate

Exercising duties for treating and Invoiced pro rata at £46.77 per hour for disposing of animals in accordance local authority officer, plus any vets fees with section 16e according to invoice

Issue of directions Invoiced pro rata at £46.77 per hour for local authority officer, plus any vets fees according to invoice Special inspection (section 11) Invoiced pro rata at £46.77 per hour for local authority officer, plus any vets fees according to invoice

Alteration of licence Invoiced pro rata at £46.77 per hour for local authority officer, plus any vets fees according to invoice

21 Page 109 Agenda Item 13 Appendix E Scrap Metal Dealers

12.5 Scrap Metal Dealers Act 2013 * see Section 9 on Criminal Record Disclosure for additional fees that may apply.

Application Type Fee Grant of a collector’s licence* £125.45 Renewal of a collector’s licence* £125.45 Variation of a collector’s licence* £40.80

Application Type Fee Grant of a site licence £176.45 Renewal of a site licence £171.35 Variation of a site licence £48.95

Skin Piercing Registrations

12.6 Local Government (Miscellaneous Provisions Act) 1982

Application Type Personal Premises Registration Registration Acupuncture £67.70 £67.70 Tattooing Cosmetic-Piercing Electrolysis Semi-Permanent Skin Colouring

(Fee covers all activities applied for at the time of registration).

Sex Establishments

12.7 Local Government (Miscellaneous Provisions) Act 1982

Application Type Fee Grant of a licence £4,419.15 (£2,073.09 refund if a hearing is not required) Renewal of a licence £3,308.05 (£1,623.31 refund if a hearing is not required) Transfer of a licence £573.10 (£388.88 refund if a hearing is not required) Variation of a licence £523.30 (£421.45 refund if a hearing is not required)

22 Page 110 Agenda Item 13 Appendix E Boat and Boatman’s Licences

12.8 Public Health Acts Amendment Act 1907

Application Type Size of Vessel Fee Pleasure boat licence 1-2 persons £112.70 based upon capacity of 3-6 persons £135.15 vessel 7-12 persons £157.60

Application Type Fee Pleasure boatman’s Grant of a licence £165.60 licence Renewal of a licence £60.90

Hackney Carriage and Private Hire

12.9 Local Government (Miscellaneous Provisions) Act 1976 *Please see Section 9 on Criminal Record Disclosures for additional fees which may apply to your application.

Application Type Fee Hackney carriage vehicle licence £204.00 Private hire vehicle licence £142.00 Grant hackney carriage/private hire driver’s licence (1 year)* £228.00 Grant hackney carriage/private hire driver’s licence (3 years)* £401.00 Renewal hackney carriage/private hire driver’s licence (1 £138.00 year)* Renewal hackney carriage/private hire driver’s licence (3 £301.00 years)* Private hire operator's licence (1 year)* £71.00 Private hire operator's licence (5 years)* £213.00 Driver’s initial test £31.00 Driver’s test re-take £12.00 Transfer of vehicle ownership No Fee Addition of trailer to vehicle No Fee Meter testing and resealing £29.00 Deposit fee - vehicle plate £50.00 Deposit fee - driver's lapel badge £50.00 Deposit fee – trailer plate £50.00 Replacement driver’s badge No Fee Replacement vehicle plate No Fee

23 Page 111 Agenda Item 13 Appendix E Camping and Caravan Sites

12.10 Caravan Sites and Control of Development Act 1960, as amended by the Mobile Homes Act 2013

Application Type Fee Camp site licence applications (tents only) No fee Holiday caravan site licence applications (non-residential) No fee

The following fees are draft and are currently being consulted upon:

Relevant Protected Sites/Residential caravan sites Fee Application for a site licence £617.79 Application to transfer a site licence £91.12 Application to vary the conditions on a site licence* £229.64 Annual licence fee £336.74 Deposit of site rules £30.87 Cost of enforcement action £46.77 per hour (Compliance Notices and Emergency Action) *There are no fees payable where the Council deems it necessary to alter site licence conditions

Houses in Multiple Occupancy (HMO)

12.11 Housing Act 2004

Application Part A Part B Total Type Part A & Part B HMO grant £691.51 £28.06 £719.57 HMO renewal £691.51 £28.06 £719.57 HMO variation £138.30 - - Immigration No fee inspections or accommodation certificates (UK Entry Clearance)

Food/Health and Safety Fees

Export Health Certificate

12.12 Localism Act 2011

Application Type Fee Export Health Certificate £50 per hour for certification

24 Page 112 Agenda Item 13 Appendix E Food Surrender Certificate

12.13 Food Safety Act 1990

Application Type Fee Food Surrender Certificate £50 per hour for certification plus disposal costs

Primary Authority Partnership

12.14 The Regulatory Enforcement and Sanctions Act 2008 as amended

Application Type Fee Work undertaken for primary £50 per hour authority partners

Fishery Products – Landed Fish Products

12.15 The Fishery Products (Official Controls Charges) (England) Regulations 2007

Fee Amount Fishery products fee for landed 0.5 Euro per tonne of fishery product fish products entering an establishment, from factory vessels on landing, 3rd country imports and consignments over 1 tonne landed (subject to change)

Stray Dogs

12.16 The Environmental Protection Act 1990 and The Environmental Protection (Stray Dogs) Regulations 1992

Fee Amount Statutory fine £25.00 Administration charge £6.00 plus VAT Boarding (for each period of 24 £20.00 hours or part thereof) Any required veterinary costs, Based on costs of veterinary treatment or for example if the dog is injured similar or any other relevant fees

25 Page 113 This page is intentionally left blank Agenda Item 13 Appendix F

MARLBOROUGH ROAD CEMETERY, ILFRACOMBE & BEAR STREET CEMETERY, BARNSTAPLE FEES & CHARGES 2020 - 2021

Please find below cemetery charges from 1 April 2020. Please note a 50% discount applies to North Devon Council Residents (*) in respect of Burial and Exclusive Rights fees.

BURIAL FEES Fee NDC Resident* Initial burial - Adult 18 years of age and over £1,288.00 £644.00 Subsequent burial - Adult 18 years of age and over £1,082.00 £541.00 Burial of cremated remains £178.00 £89.00 Burial of a child No Fee No Fee

FEES TO PUCHASE THE EXCLUSIVE RIGHT OF BURIAL FOR 30 YEARS WHICH INCLUDE THE RIGHT TO ERECT A MEMORIAL Fee NDC Resident* For an adults grave £1,196.00 £599.00 For a cremated remains grave £410.00 £205.00 For a child’s grave £330.00 £165.00 Administration fee in respect of transferring of Rights £40.00 £40.00 **Please note: Reservation of a grave plot is only available at Bear St Cemetery, Barnstaple.

MEMORIALS FEES WHERE RIGHTS WERE PURCHASED BEFORE 1 APRIL 2016 Erect a headstone only £83.00 Place a tablet or vase £57.00

ADDITIONAL FEES To add an additional inscription to a monument £33.00 For searching Register of Burials for one year £39.00 For searching Register of Burials for each additional year £39.00 For a certified copy of an entry in the Register of Burials £39.00 Use of chapel per 30 minutes £39.00

Page 115 This page is intentionally left blank

ITEM RECOMMENDED RECOMMENDED CHARGE CHARGE 2019/20 2020/21

SPORTS PITCHES Inclusive of VAT at 20% Inclusive of V.A.T 20%

Football One-Off Booking (including changing facilities) on Grass Pitch at Tarka Tennis Centre

11v11 (90 minutes on full-size pitch) £42.00 £43.26

Football Season Ticket (including changing facilities) on Grass Pitch at Tarka Tennis Centre Page 117 Page 11v11 season ticket paid by direct debit. Price will be set at £404.47 £416.57* start of the season depending on number of teams in the *Assuming 11 home league. For example if there are 12 teams in each league, league games. you will be charged for 11 home games. All additional games charged at same rate: £37.87 inclusive of VAT. Price will be adjusted once team numbers are set in each league.

Appendix G Agenda Item 13

This page is intentionally left blank Pannier Market Charges 2020/21 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 +0.0% +0.0% +0.0% +0.0% 5% Rounded 2% Rounded 0.00% 3 % rounded 3 % rounded £ £ £ £ £ Tuesday, Friday, Saturday Zone A 5.60 5.60 5.60 5.60 5.90 6.00 6.00 6.20 6.40 Zone B 5.10 5.10 5.10 5.10 5.40 5.50 5.50 5.70 5.90 Per day casual stalls* 8.20 8.20 8.20 8.20 8.60 8.80 8.80 9.10 9.40 Charity Stall Friday 8.20 8.20 8.20 8.20 8.60 8.80 8.80 9.10 9.40

Thursday Craft per day, per bay 28.20 28.20 28.20 28.20 29.60 30.20 30.20 31.10 32.00 Per day, per half bay 14.90 14.90 14.90 14.90 15.60 15.90 15.90 16.40 16.90

Monday Craft per day, per bay 27.70 27.70 27.70 27.70 29.10 29.70 29.70 30.60 31.50 Per day per half bay 14.90 14.90 14.90 14.90 15.60 15.90 15.90 16.40 16.90

Wednesday Per bay, per day 28.70 28.70 28.70 28.70 30.10 30.70 30.70 31.60 32.60 Per day per half bay 14.90 14.90 14.90 14.90 15.60 15.90 15.90 16.40 16.90

Venue Hire Speciality markets and events*# 153.70 153.70 153.70 153.70 161.40 164.60 169.50 200.00 206.00

Commercial* 119 Page 512.50 512.50 512.50 512.50 538.10 548.90 565.40 565.40 582.00

Annual levy for membership of Barnstaple Town Centre 7.50 per trader per year Management (SET BY TRADERS COMMITTEE) Daily levy on casual traders for membership of Barnstaple Town Centre 1.00 per trading day

* basic hire charge, other charges may apply # for events which are not for profit and can demonstrate a significant benefit to the local people and communities whilst contributing to the vitality and viability of the town centre may be eligible for a discretionary discount Agenda Item 13 Appendix H This page is intentionally left blank Agenda Item 13 Appendix I

Bulky Collection Costs 2020/21

Bulky Collection Costs Current price 3% Increase Up to 2 items 15.91 16.39 Up to 3 items 23.34 24.04 Up to 4 items 30.77 31.69

Page 121 This page is intentionally left blank Agenda Item 13 Appendix J Garden Waste Proposed prices 2020/21

Current price No Increase Garden Waste Fee 36.00 36.00

Page 123 This page is intentionally left blank Agenda Item 13a

From: Glynne Turnbull To: Bev Triggs Subject: FW: proposed pannier market rent increase Date: 14 February 2020 14:55:49 Importance: High

From: Mr. Hames Sent: 01 February 2020 09:36 Subject: proposed pannier market rent increase

Dear Councillor Worden

As Secretary to the Barnstaple Pannier Market Traders' Committee I have been asked to write to you about the proposed rent increase.

We are very concerned about this proposal, coming as it does only a year after the rent was increased by the same amount and we have the following points to make:

1. Over the last few years we have seen a continued deterioration in the fabric of the Market building.The roof leaks in various places and most importantly over the entrance to the traders' toilets, where buckets have to be placed to catch water. Also the ceiling is collapsing and the light keeps going out. The toilets and also the Market wash-up room are in a dirty state and the Corn Store is badly lit,the roof leaks badly and there is a jumble of rubbish in the area. One section inside the Market building is cordoned off because a beam has rotted and we have had no indication as to when it will be repaired. The beams generally are dirty and rarely cleaned. The High Street entrance to the building is dark and congested.All this makes us wonder what we are getting for our rent and how the proposed increase can be justified.

2. The lack of public toilets in the building is another cause of concern. How many markets in the UK lack such a facility? You will know from your market in South Molton that upgraded toilets were supplied there but Barnstaple Market has lacked public toilets for at least ten years and we as traders have been campaigning to have a facility installed over that period so that customers don't have to leave the building to find a toilet and then not return. We were promised toilets and an allocation of money for them by Des Brailey your predecessor but it appears that his promise isn't going to be fulfilled in the near future. Once again, why should we pay a rent increase when such a vital facility is absent?

3. In the wider context, the retail sector has continued to decline and trading conditions in the Market have reflected this.With Brexit we also face a very unpredictable economic future, in the short term and possibly the long term - another reason for keeping the rent level the same this year.

4. We continue to see a reduction in the number of traders in the Market. This serves to dissuade people from visiting and we would like to see much more energy going into improving the building and promoting the Market. In this respect it would help if your Council revived the joint party/ trader forums which were held under the previous Council with the aim of re-vitalising the Market.

Please put our arguments to your Councillors. We call for urgent action to Page 125 Agenda Item 13a improve the building and to promote the markets and until that happens we think it would be unreasonable to increase the rent.

Yours sincerely.

Peter Hames

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Page 126 Agenda Item 13b

NORTH DEVON COUNCIL

COUNCIL: 26TH FEBRUARY 2020

REVIEW OF CHARGES AND FEES FOR SERVICES 2020/21

RECOMMENDATIONS OF THE HARBOUR BOARD HELD ON 4TH FEBRUARY 2020

Minute 42: Ilfracombe Harbour – Charges Review 2020-21

RECOMMENDED that the Ilfracombe Harbour charges be increased by 2% for 2020-2021 with the exception of the visitor dues which would remain at the rate agreed for 2019-2020.

Page 127 This page is intentionally left blank Agenda Item 13c

NORTH DEVON COUNCIL

COUNCIL: 26TH FEBRUARY 2020

MINUTE EXTRACT OF THE POLICY DEVELOPMENT COMMITTEE HELD ON 13TH FEBRUARY 2020 IN RESPECT OF ITEM 13 (C) ON THE COUNCIL AGENDA

45 REVIEW OF CHARGES AND FEES FOR SERVICES 2020/21

The Committee considered a report to the Strategy and Resources Committee on 3rd February 2020 by the Head of Resources together with a minute extract (circulated previously) regarding the review of Charges and Fees for services for 2020/21.

 This year the guidance was to increase some fees and charges by 3%, although some fees were set by statute and these would be set nationally. Other variations to the 3% increase were set out in 4.3 to 4.8.  Building Control fees had been set to recoup the cost of providing the services. It was recommended by the Joint Building Control partnership to keep the fees at the 2019/20 levels, which was detailed in appendix B of the report.  Trade Waste had reviewed the Holiday homes packages and removed packages 1 and 3, replacing the weekly collections with fortnightly collections for holiday homes, which was detailed in appendix C of the report.  Land Charges fees had been set to recoup the cost of providing the service, without changing the current fees the land charges service was still budgeted to recover all the costs and break even, as detailed in appendix D.  There were minimal changes to the Environmental Health fees, as the majority of these were set by statue or set to recover costs. The changes included amendments to the Dangerous Wild Animals, Zoo and residential caravan site licence fees.  Although the Pannier Market fees had recommended to be increased by 3% it was proposed that the additional £5,000 received was earmarked to be spent on the Pannier Market.  Garden waste charges had not had an increase for 3 years and it proposed not to increase the fees for the fourth year running.  The net changes in the charges were expected to result in £28,250 of additional income, which had been included within the draft 2020/21 budget.

In response to question regarding charges applied by the Council for bulky waste collections and whether exceptions could be made in certain circumstances to avoid an increase in fly tipping, the Head of Resources confirmed that the service used to be provided by the Council free of charge. He added that whilst exceptions to the charges were not provided at the current time, it was possible to explore the possibility in the future.

RESOLVED, that the decisions and recommendations of the Strategy and Resources Committee be endorsed.

Page 129 This page is intentionally left blank Agenda Item 13d

NORTH DEVON COUNCIL

COUNCIL: 26TH FEBRUARY 2020

REVIEW OF CHARGES AND FEES FOR SERVICES 2020/21

RECOMMENDATIONS OF THE STRATEGY AND RESOURCES COMMITTEE HELD ON 3RD FEBRUARY 2020

94. REVIEW OF CHARGES AND FEES FOR SERVICES 2020/21

RECOMMENDED:

(a) That there be a 3% increase in fees for 2020/21 financial year, for the following services:

Allotments – Appendix A Trade Waste – Appendix C Cemetery fees – Appendix F Sports pitches – Appendix G Pannier Market Charges (subject to consultation with the traders committee) Appendix H Bulky Collections – Appendix I

(b) That the remaining fees be varied by the elements outlined in paragraphs 4.3 to 4.8 in the report.

Page 131 This page is intentionally left blank North Devon Council Agenda2020/21 Item Budget Book 14

Budget Summary 2020/2021

Service Budgets £ Corporate & Community Services 4,161,440 Corporate Services 2,222,310 Environmental Health and Housing 2,231,180 Operational Services 3,236,140 Place 1,496,400 Resources 2,370,680 Total Service Budgets 15,718,150

Accounting Adjustments £ Asset Management Revenue Account -2,500,820 Vacancy Savings Target -200,000 IAS19 Appropriation -998,510 Accounting Adjustments -3,699,330

Contributions to / from (-) Reserves £ Ilfracombe Watersports Centre Reserve -1,880 Climate & Environmental Grants 20,000 Repairs Fund - Contribution 236,290 Repairs Fund - Applied -236,290 Planning Inquiries Fund - Applied -20,000 Community Protection Vehicles Reserve 6,000 Members Technology Fund 6,070 Transformation Reserve 250,000 Vehicles Renewals Fund 250,000 Tarka Tennis Surface Replacement 13,000 Technology Fund 115,000 Noise Equipment 2,000 District Council Elections Reserve 25,000 New Homes Bonus Reserve 45,050 Council Tax Support Scheme Reserve -27,420 Earmarked Reserves 682,820

Interest, Levies & Other £ Interest Receivable -50,000 Minimum Revenue Provision (MRP) 626,000 Interest Payable 74,000 Levies 28,690 Interest, Levies & Other 678,690

Total Budget 13,380,330

Resources and Funding £ Revenue Support Grant -16,050 Business Rates Baseline Funding Level -2,990,740 Business Rates Retention Growth -1,658,670 Council Tax -6,511,150 Collection Fund Surplus -56,710 New Homes Bonus - Grant -1,836,820 Rural Services Delivery Grant -310,190 Resources and Funding -13,380,330

Total Funding -13,380,330 Page 133 North Devon Council Agenda2020/21 BudgetItem Book 14

2020/21 Budget Book Summary

Corporate and Community Services

Actuals 2018/19 Budget 2019/20 Budget 2020/21 Page Athletics Track 4,000 4,000 4,000 2 Bicclescombe Park 832 520 520 2 Chairman's Expenses 3,414 5,540 5,530 2 Community Councillor Grants 41,974 42,000 42,000 3 Corporate and Community Support 180,542 174,060 175,800 3 Corporate Communications 313,190 325,460 333,330 3 Corporate Community Services -97 0 0 4 Culture Administration 165,116 188,270 202,430 4 Customer Services Administration 535,347 556,270 643,560 5 Democratic Representation 345,401 345,060 298,960 5 District Wide Grants 138,115 109,390 76,720 6 Ilfracombe Area Office 58,232 57,650 40,160 6 Legal Services 416,896 416,690 371,100 6 Leisure Centre & Ilfracombe Pool 576,919 487,320 489,860 7 Miscellaneous Amenities -220 0 0 7 Museums -636,785 55,930 100,790 8 Parks Administration 90,162 106,790 110,850 8 Parks and Open Spaces 390,013 442,720 458,500 9 Print Room 121,188 137,500 123,320 9 Rock Park Amusements 12,140 12,150 12,150 10 Seaside Undertakings -40,272 -39,740 -44,150 10 South Molton Area Office 19,572 20,850 2,770 10 South Molton Swimming Pool 17,670 0 0 11 Sports Administration 163,022 162,690 166,830 11 Sports Development -90,358 6,090 6,090 11 Sports Grounds 5,481 3,430 3,430 12 Tennis Centres 167,651 155,460 155,460 12 Theatres 446,577 379,660 381,430 12 Corporate and Community Services 3,445,722 4,155,760 4,161,440

Corporate Services

Actuals 2018/19 Budget 2019/20 Budget 2020/21 Page Audit 63,550 75,160 75,080 14 Central and Unapportionable Overheads 406,469 190,150 202,440 14 County Council Elections -101 0 0 14 District Council Elections 0 102,900 0 15 Elections and Land Charges Administration 140,116 139,300 145,060 15 Electoral Registration 58,048 56,340 69,690 15 Human Resources 222,016 248,980 300,660 16 Human Resources Corporate 52,536 65,430 120,130 16 Information Technology 1,113,855 1,124,090 1,219,810 16 Land Charges -97,346 -91,010 -91,270 17 Parish Council Elections -1,572 0 0 17 Parliamentary Elections 756 0 0 17 Police Commissioner Elections 0 0 0 18 Recruitment 17,534 10,000 10,000 18 Senior Management Team 286,874 155,620 170,710 18 Corporate Services 2,262,735 2,076,960 2,222,310

Page 134 North Devon Council Agenda2020/21 BudgetItem Book 14

Environmental Health and Housing

Actuals 2018/19 Budget 2019/20 Budget 2020/21 Page Community Protection General Environmental Health 21,993 21,000 17,950 20 Crime & Disorder 82,542 11,570 10,630 20 Drinking in Public Places 383 500 500 20 Environmental Health and Housing Admin 2,235,294 2,099,360 2,345,390 21 Emergency Planning 12,356 19,500 15,000 21 Food Safety -3,318 910 -560 21 Fixed Penalty Environmental Crime -2,369 0 -2,220 22 Gypsies and Travellers 2,485 0 0 22 Healthier Homes HECA 13,211 0 0 22 HMO Licensing 24,710 -3,500 -3,500 22 Homelessness Cases Holding Account -127,268 20,730 -89,800 23 Housing and Housing Enabling 42,800 10,100 10,100 23 Housing Register 1,000 1,000 1,000 23 Housing Standards 7,423 6,800 6,100 23 Licensing Other -11,985 -4,850 -11,140 24 Licensing Taxi and Private Hire -88,552 -76,250 -81,630 24 Licensing Act 2003 -140,629 -138,970 -133,990 25 Licensing Gambling -10,881 -9,370 -8,730 25 Local Welfare Support Service 10,000 0 0 25 Pollution Reduction 23,053 22,220 29,320 26 Prevention ODPM 119,971 29,850 101,850 26 PSL and AST Holding Account 128,519 83,060 63,470 26 Public Health 36,723 31,800 30,000 27 Renovation Grants -361,627 -49,000 -79,000 27 Rough Sleepers 2,483 26,240 10,440 28 Service Strategy Housing -443,117 0 0 28 Environmental Health and Housing 1,575,200 2,102,700 2,231,180

Operational Services

Actuals 2018/19 Budget 2019/20 Budget 2020/21 Page Administration Management Depot Workshop 1,094,923 1,133,080 1,220,670 30 Bus Stations 17,036 4,920 15,850 30 Car Parks -2,656,345 -2,112,070 -2,089,580 31 Cemeteries and Crematorium -229,095 -185,720 -174,590 31 Closed Cemeteries 0 460 460 32 Domestic Refuse 1,395,250 1,254,460 1,427,000 32 Green Sweep -472 6,920 2,150 32 Litter 7,369 15,000 15,000 33 Open Cemeteries 73,211 96,560 90,470 33 Other Transport Vehicles 0 15,000 15,000 33 Parking Management Holding Account 172,296 172,750 138,830 34 Property and Technical Service 15,081 0 0 34 Public Conveniences 179,647 251,690 240,950 34 Rapid Response Crew 67,596 98,550 103,560 34 Recycle More 7,667 0 0 35 Recycling Collection Rounds 1,755,316 1,688,140 1,760,110 35 Recycling Process -416,940 -446,480 -366,620 35 Skips 7,545 11,200 9,050 36 Sweeping 665,523 682,870 721,570 36 Toilet Cleaning 109,027 130,990 133,120 37 Trade Recycling 1,894 16,830 -13,330 37 Trade Waste -29,335 -70,310 -13,530 38 Operational Services 2,237,196 2,764,840 3,236,140

Page 135 North Devon Council Agenda2020/21 BudgetItem Book 14

Place

Actuals 2018/19 Budget 2019/20 Budget 2020/21 Page Barnstaple Town Centre Manager 1,362 1,440 1,280 40 Building Control 25,575 57,380 51,740 40 CCTV 185,160 172,790 142,340 40 Development Control 333,301 228,970 465,700 41 Economic Development 374,239 390,090 429,180 41 Pannier Market 201,210 63,410 86,870 42 Planning Policy 178,070 286,170 286,640 42 Planning Reserve 0 20,000 20,000 43 Tourism 11,058 12,650 12,650 43 Place 1,309,975 1,232,900 1,496,400

Resources

Actuals 2018/19 Budget 2019/20 Budget 2020/21 Page Accountancy 318,306 324,860 319,800 45 Accountancy Projects 74,527 77,160 78,550 45 Beaches 668 3,340 3,340 45 Benefits -446,542 -437,010 -431,000 46 Brynsworthy Environment Centre 570,362 463,700 477,790 46 Built Environment 375,709 403,920 466,940 47 Butchers Row Shops -44,448 -32,580 -43,250 47 Cattle Markets -15,362 -16,020 -14,880 48 Exchequer 296,480 301,990 309,390 48 Flood Prevention 3,637 6,120 6,120 48 General Corporate Properties 161,598 114,850 108,250 49 Housing Advances - Interest -381 -770 -770 49 Ilfracombe Harbour 209,159 189,710 191,990 50 Lynton Agency -40,673 -19,670 -29,430 50 Lynton House Accommodation 61,427 64,250 61,830 50 Other Corporate Properties -33,783 -33,170 -34,240 51 Parish Grants 74,153 78,760 0 51 Pilotage 8,424 7,000 7,000 51 Quays & River Walls 10,676 25,530 25,530 52 Revenus / Benefitss Holding Codes 1,382,538 1,455,360 1,461,820 52 Seven Brethren Bank -99,730 -148,390 -135,740 53 Street Name Plates 5,077 5,500 5,500 53 Tax Collection -488,979 -462,850 -463,860 53 Resources 2,382,843 2,371,590 2,370,680

Total Service Budgets 13,213,672 14,704,750 15,718,150

Page 136 Agenda Item 14 North Devon Council 2020/21 Budget Book

Capital Programme 2019/20 to 2022/23

Budget Budget Budget Budget 2019/20 2020/21 2021/22 2022/23 Page Chief Executive and Corporate 382,097 506,390 197,770 432,570 54 Corporate and Community 3,721,944 5,234,524 8,586,894 0 54 Environmental Health & Housing 2,062,844 1,800,860 979,000 979,000 54 Operational Services 473,823 876,000 976,000 1,290,000 54 Place 278,583 2,025,628 0 0 54 Resources 707,985 2,178,626 0 0 54 Resources - Non Treasury 500,000 0 0 0 54 Total: 8,127,276 12,622,028 10,739,664 2,701,570

Page 137 Agenda Item 14 North Devon Council 2020/21 Budget Book

Capital Programme 2019/20 to 2022/23

Page 138 North Devon Council Agenda2020/21 BudgetItem Book 14

Corporate and Community Services

Page 139 Page 1 North Devon Council Agenda2020/21 BudgetItem Book 14

Athletics Track

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 4,000 4,000 4,000 Expenditure 4,000 4,000 4,000

Athletics Track 4,000 4,000 4,000

Bicclescombe Park

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 837 530 530 Expenditure 837 530 530

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -5 -10 -10 Income -5 -10 -10

Bicclescombe Park 832 520 520

Chairman's Expenses

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 3,900 5,540 5,530 Expenditure 3,900 5,540 5,530

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -486 0 0 Income -486 0 0

Chairman's Expenses 3,414 5,540 5,530

Page 140 Page 2 North Devon Council Agenda2020/21 BudgetItem Book 14

Community Councillor Grants

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 41,974 42,000 42,000 Expenditure 41,974 42,000 42,000

Community Councillor Grants 41,974 42,000 42,000

Corporate and Community Support

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 139,117 153,990 156,180 Premises 33 30 30 Transport 376 300 200 Supplies & Services 6,019 8,400 7,800 Capital Financing 35,189 11,590 11,590 Expenditure 180,734 174,310 175,800

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -192 -250 0 Income -192 -250 0

Corporate and Community Support 180,542 174,060 175,800

Corporate Communications

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 301,423 311,970 319,120 Transport 699 1,070 700 Supplies & Services 11,068 12,420 13,510 Expenditure 313,190 325,460 333,330

Corporate Communications 313,190 325,460 333,330

Page 141 Page 3 North Devon Council Agenda2020/21 BudgetItem Book 14

Corporate Community Services

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 703 0 0 Expenditure 703 0 0

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -800 0 0 Income -800 0 0

Corporate Community Services -97 0 0

Culture Administration

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 147,294 151,190 169,350 Premises 417 0 0 Transport 2,018 2,780 2,780 Supplies & Services 40,407 51,980 47,980 Expenditure 190,137 205,950 220,110

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Other Grants etc -9,700 -9,680 -9,680 Receipts -15,321 -8,000 -8,000 Income -25,021 -17,680 -17,680

Culture Administration 165,116 188,270 202,430

Page 142 Page 4 North Devon Council Agenda2020/21 BudgetItem Book 14

Customer Services Administration

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 519,449 511,800 591,110 Transport 592 250 250 Supplies & Services 4,070 32,440 40,420 Capital Financing 11,775 11,780 11,780 Miscellaneous -524 0 0 Expenditure 535,362 556,270 643,560

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -15 0 0 Income -15 0 0

Customer Services Administration 535,347 556,270 643,560

Democratic Representation

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 4,582 9,550 8,550 Premises 1,100 2,000 2,000 Transport 11,753 12,450 11,950 Supplies & Services 328,001 321,060 276,460 Expenditure 345,436 345,060 298,960

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -35 0 0 Income -35 0 0

Democratic Representation 345,401 345,060 298,960

Page 143 Page 5 North Devon Council Agenda2020/21 BudgetItem Book 14

District Wide Grants

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 213,214 109,390 76,720 Expenditure 213,214 109,390 76,720

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Other Grants etc -75,099 0 0 Income -75,099 0 0

District Wide Grants 138,115 109,390 76,720

Ilfracombe Area Office

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 22,613 24,490 3,240 Premises 35,618 33,160 36,920 Expenditure 58,232 57,650 40,160

Ilfracombe Area Office 58,232 57,650 40,160

Legal Services

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 406,262 411,300 356,890 Transport 1,222 1,300 300 Supplies & Services 33,204 33,760 37,510 Capital Financing 6,180 0 6,180 Expenditure 446,868 446,360 400,880

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -29,972 -29,670 -29,780 Income -29,972 -29,670 -29,780

Legal Services 416,896 416,690 371,100

Page 144 Page 6 North Devon Council Agenda2020/21 BudgetItem Book 14

Leisure Centre & Ilfracombe Pool

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 81,392 127,120 127,490 Supplies & Services 86,913 0 0 Third Party Payments 63,892 0 0 Capital Financing 376,826 376,820 376,820 Expenditure 609,023 503,940 504,310

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Government Grants -15,000 0 0 Receipts -17,104 -16,620 -14,450 Income -32,104 -16,620 -14,450

Leisure Centre & Ilfracombe Pool 576,919 487,320 489,860

Miscellaneous Amenities

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -220 0 0 Income -220 0 0

Miscellaneous Amenities -220 0 0

Page 145 Page 7 North Devon Council Agenda2020/21 BudgetItem Book 14

Museums

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 27,768 30,160 180 Premises 45,266 64,160 109,070 Transport 150 0 0 Supplies & Services 107,793 58,010 31,480 Third Party Payments 8,235 10,910 14,740 Capital Financing 5,204 5,200 5,200 Miscellaneous 0 0 0 Expenditure 194,416 168,440 160,670

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Government Grants -719,273 0 0 Other Grants etc -103,643 -52,630 0 Receipts -8,286 -59,880 -59,880 Income -831,201 -112,510 -59,880

Museums -636,785 55,930 100,790

Parks Administration

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 80,390 95,310 99,370 Transport 6,050 7,100 7,100 Supplies & Services 3,722 4,380 4,380 Expenditure 90,162 106,790 110,850

Parks Administration 90,162 106,790 110,850

Page 146 Page 8 North Devon Council Agenda2020/21 BudgetItem Book 14

Parks and Open Spaces

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 464,332 425,410 433,580 Supplies & Services 478 780 690 Capital Financing 170,577 25,400 33,100 Expenditure 635,386 451,590 467,370

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Government Grants -137,473 0 0 Other Grants etc -91,856 0 0 Receipts -16,044 -8,870 -8,870 Income -245,373 -8,870 -8,870

Parks and Open Spaces 390,013 442,720 458,500

Print Room

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 103,891 104,910 96,760 Transport 921 690 690 Supplies & Services 29,595 31,900 29,870 Expenditure 134,408 137,500 127,320

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -13,220 0 -4,000 Income -13,220 0 -4,000

Print Room 121,188 137,500 123,320

Page 147 Page 9 North Devon Council Agenda2020/21 BudgetItem Book 14

Rock Park Amusements

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 585 600 600 Capital Financing 12,095 12,090 12,090 Expenditure 12,680 12,690 12,690

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -540 -540 -540 Income -540 -540 -540

Rock Park Amusements 12,140 12,150 12,150

Seaside Undertakings

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 153 160 150 Expenditure 153 160 150

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -40,425 -39,900 -44,300 Income -40,425 -39,900 -44,300

Seaside Undertakings -40,272 -39,740 -44,150

South Molton Area Office

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 19,572 20,850 2,770 Expenditure 19,572 20,850 2,770

South Molton Area Office 19,572 20,850 2,770

Page 148 Page 10 North Devon Council Agenda2020/21 BudgetItem Book 14

South Molton Swimming Pool

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 17,670 0 0 Expenditure 17,670 0 0

South Molton Swimming Pool 17,670 0 0

Sports Administration

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 159,111 157,200 161,340 Transport 3,669 5,080 5,080 Supplies & Services 243 410 410 Expenditure 163,022 162,690 166,830

Sports Administration 163,022 162,690 166,830

Sports Development

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 8,389 6,090 6,090 Expenditure 8,389 6,090 6,090

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Government Grants -98,747 0 0 Income -98,747 0 0

Sports Development -90,358 6,090 6,090

Page 149 Page 11 North Devon Council Agenda2020/21 BudgetItem Book 14

Sports Grounds

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 8,493 6,000 6,000 Expenditure 8,493 6,000 6,000

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -3,011 -2,570 -2,570 Income -3,011 -2,570 -2,570

Sports Grounds 5,481 3,430 3,430

Tennis Centres

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 0 3,270 3,270 Third Party Payments 20,456 5,000 5,000 Capital Financing 147,195 147,190 147,190 Expenditure 167,651 155,460 155,460

Tennis Centres 167,651 155,460 155,460

Theatres

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 17,706 11,170 11,450 Supplies & Services 27,300 0 0 Third Party Payments 174,894 138,000 139,490 Capital Financing 230,496 230,490 230,490 Expenditure 450,397 379,660 381,430

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -3,820 0 0 Income -3,820 0 0

Theatres 446,577 379,660 381,430

Corporate and Community Services 3,445,722 4,155,760 4,161,440 Page 150 Page 12 North Devon Council Agenda2020/21 BudgetItem Book 14

Corporate Services

Page 151 Page 13 North Devon Council Agenda2020/21 BudgetItem Book 14

Audit

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 64,845 76,430 76,430 Expenditure 64,845 76,430 76,430

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -1,295 -1,270 -1,350 Income -1,295 -1,270 -1,350

Audit 63,550 75,160 75,080

Central and Unapportionable Overheads

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 238,237 0 0 Supplies & Services 185,893 190,150 202,440 Expenditure 424,130 190,150 202,440

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Government Grants -17,484 0 0 Receipts -178 0 0 Income -17,662 0 0

Central and Unapportionable Overheads 406,469 190,150 202,440

County Council Elections

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services -101 0 0 Expenditure -101 0 0

County Council Elections -101 0 0

Page 152 Page 14 North Devon Council Agenda2020/21 BudgetItem Book 14

District Council Elections

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 0 29,600 0 Premises 0 11,000 0 Transport 0 2,000 0 Supplies & Services 0 37,800 0 Third Party Payments 0 22,500 0 Expenditure 0 102,900 0

District Council Elections 0 102,900 0

Elections and Land Charges Administration

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 139,965 138,940 144,700 Transport 175 200 200 Supplies & Services -24 160 160 Expenditure 140,116 139,300 145,060

Elections and Land Charges Administration 140,116 139,300 145,060

Electoral Registration

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 5,937 5,700 5,700 Supplies & Services 66,124 51,640 64,490 Expenditure 72,061 57,340 70,190

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Other Grants etc -11,703 0 0 Receipts -2,310 -1,000 -500 Income -14,013 -1,000 -500

Electoral Registration 58,048 56,340 69,690

Page 153 Page 15 North Devon Council Agenda2020/21 BudgetItem Book 14

Human Resources

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 182,582 192,560 237,300 Transport 58 200 200 Supplies & Services 10,288 26,180 31,480 Third Party Payments 35,667 36,000 38,000 Expenditure 228,595 254,940 306,980

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -6,579 -5,960 -6,320 Income -6,579 -5,960 -6,320

Human Resources 222,016 248,980 300,660

Human Resources Corporate

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 43,070 47,600 103,220 Supplies & Services 9,466 17,830 16,910 Expenditure 52,536 65,430 120,130

Human Resources Corporate 52,536 65,430 120,130

Information Technology

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 567,748 583,110 596,780 Transport 2,059 2,550 2,550 Supplies & Services 416,412 482,190 507,510 Capital Financing 155,649 96,240 150,910 Expenditure 1,141,868 1,164,090 1,257,750

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -28,012 -40,000 -37,940 Income -28,012 -40,000 -37,940

Information Technology 1,113,855 1,124,090 1,219,810

Page 154 Page 16 North Devon Council Agenda2020/21 BudgetItem Book 14

Land Charges

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 115 120 120 Supplies & Services 15,480 17,490 14,530 Third Party Payments 38,749 38,840 34,640 Expenditure 54,345 56,450 49,290

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Other Grants etc -13,143 0 0 Receipts -138,548 -147,460 -140,560 Income -151,691 -147,460 -140,560

Land Charges -97,346 -91,010 -91,270

Parish Council Elections

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 991 15,640 15,640 Premises 453 8,000 8,000 Transport 115 1,800 1,800 Supplies & Services 2,008 20,560 20,560 Expenditure 3,566 46,000 46,000

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -5,138 -46,000 -46,000 Income -5,138 -46,000 -46,000

Parish Council Elections -1,572 0 0

Parliamentary Elections

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Other Grants etc 756 0 0 Income 756 0 0

Parliamentary Elections 756 0 0

Page 155 Page 17 North Devon Council Agenda2020/21 BudgetItem Book 14

Police Commissioner Elections

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 0 0 78,000 Premises 0 0 20,000 Transport 0 0 1,000 Supplies & Services 0 0 45,900 Expenditure 0 0 144,900

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Other Grants etc 0 0 -144,900 Income 0 0 -144,900

Police Commissioner Elections 0 0 0

Recruitment

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 17,451 10,000 10,000 Supplies & Services 83 0 0 Expenditure 17,534 10,000 10,000

Recruitment 17,534 10,000 10,000

Senior Management Team

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 283,565 152,620 167,660 Transport 2,106 2,000 2,000 Supplies & Services 1,202 1,000 1,050 Expenditure 286,874 155,620 170,710

Senior Management Team 286,874 155,620 170,710

Corporate Services 2,262,735 2,076,960 2,222,310

Page 156 Page 18 North Devon Council Agenda2020/21 BudgetItem Book 14

Environmental Health and Housing

Page 157 Page 19 North Devon Council Agenda2020/21 BudgetItem Book 14

Community Protection General Environmental Health

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Transport 5,176 5,500 5,050 Supplies & Services 12,257 14,200 14,200 Third Party Payments 10,309 5,000 32,000 Expenditure 27,742 24,700 51,250

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -5,749 -3,700 -33,300 Income -5,749 -3,700 -33,300

Community Protection General EH 21,993 21,000 17,950

Crime & Disorder

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Transport 2,062 2,570 2,630 Supplies & Services 238,165 9,000 8,000 Third Party Payments 10,977 0 0 Expenditure 251,204 11,570 10,630

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Other Grants etc -145,662 0 0 Receipts -23,000 0 0 Income -168,662 0 0

Crime & Disorder 82,542 11,570 10,630

Drinking in Public Places

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 383 500 500 Expenditure 383 500 500

Drinking in Public Places 383 500 500

Page 158 Page 20 North Devon Council Agenda2020/21 BudgetItem Book 14

Environmental Health and Housing Admin

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 2,100,044 1,967,770 2,214,140 Premises 4,000 4,000 4,000 Transport 70,491 66,840 67,110 Supplies & Services 86,867 82,250 81,640 Expenditure 2,261,402 2,120,860 2,366,890

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -26,108 -21,500 -21,500 Income -26,108 -21,500 -21,500

Environmental Health and Housing Admin 2,235,294 2,099,360 2,345,390

Emergency Planning

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 700 3,500 3,500 Supplies & Services 11,656 16,000 11,500 Expenditure 12,356 19,500 15,000

Emergency Planning 12,356 19,500 15,000

Food Safety

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 156 0 0 Supplies & Services 41,712 39,150 40,440 Expenditure 41,868 39,150 40,440

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -45,185 -38,240 -41,000 Income -45,185 -38,240 -41,000

Food Safety -3,318 910 -560

Page 159 Page 21 North Devon Council Agenda2020/21 BudgetItem Book 14

Fixed Penalty Environmental Crime

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -2,369 0 -2,220 Income -2,369 0 -2,220

Fixed Penalty Environmental Crime -2,369 0 -2,220

Gypsies and Travellers

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 2,485 0 0 Expenditure 2,485 0 0

Gypsies and Travellers 2,485 0 0

Healthier Homes HECA

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 13,211 0 0 Expenditure 13,211 0 0

Healthier Homes HECA 13,211 0 0

HMO Licensing

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 28,480 0 0 Expenditure 28,480 0 0

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -3,770 -3,500 -3,500 Income -3,770 -3,500 -3,500

HMO Licensing 24,710 -3,500 -3,500

Page 160 Page 22 North Devon Council Agenda2020/21 BudgetItem Book 14

Homelessness Cases Holding Account

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 23,883 26,490 27,820 Supplies & Services 306,123 340,990 221,500 Capital Financing 11,827 2,600 11,830 Expenditure 341,833 370,080 261,150

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Other Grants etc -301,852 -240,000 -200,000 Receipts -167,249 -109,350 -150,950 Income -469,101 -349,350 -350,950

Homelessness Cases Holding Account -127,268 20,730 -89,800

Housing and Housing Enabling

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 42,800 10,100 10,100 Expenditure 42,800 10,100 10,100

Housing and Housing Enabling 42,800 10,100 10,100

Housing Register

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 1,000 1,000 1,000 Expenditure 1,000 1,000 1,000

Housing Register 1,000 1,000 1,000

Housing Standards

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 7,423 6,800 6,100 Expenditure 7,423 6,800 6,100

Housing Standards 7,423 6,800 6,100 Page 161 Page 23 North Devon Council Agenda2020/21 BudgetItem Book 14

Licensing Other

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 465 0 0 Supplies & Services 8,066 24,090 3,620 Expenditure 8,531 24,090 3,620

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -20,515 -28,940 -14,760 Income -20,515 -28,940 -14,760

Licensing Other -11,985 -4,850 -11,140

Licensing Taxi and Private Hire

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 3,028 6,280 6,280 Expenditure 3,028 6,280 6,280

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -91,580 -82,530 -87,910 Income -91,580 -82,530 -87,910

Licensing Taxi and Private Hire -88,552 -76,250 -81,630

Page 162 Page 24 North Devon Council Agenda2020/21 BudgetItem Book 14

Licensing Act 2003

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 37 100 100 Expenditure 37 100 100

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -140,666 -139,070 -134,090 Income -140,666 -139,070 -134,090

Licensing Act 2003 -140,629 -138,970 -133,990

Licensing Gambling

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -10,881 -9,370 -8,730 Income -10,881 -9,370 -8,730

Licensing Gambling -10,881 -9,370 -8,730

Local Welfare Support Service

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 10,000 0 0 Expenditure 10,000 0 0

Local Welfare Support Service 10,000 0 0

Page 163 Page 25 North Devon Council Agenda2020/21 BudgetItem Book 14

Pollution Reduction

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 35,926 35,800 42,900 Expenditure 35,926 35,800 42,900

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -12,873 -13,580 -13,580 Income -12,873 -13,580 -13,580

Pollution Reduction 23,053 22,220 29,320

Prevention ODPM

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 367,159 269,850 351,850 Expenditure 367,159 269,850 351,850

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -247,188 -240,000 -250,000 Income -247,188 -240,000 -250,000

Prevention ODPM 119,971 29,850 101,850

PSL and AST Holding Account

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 175,735 204,810 169,090 Supplies & Services 10,029 0 0 Expenditure 185,764 204,810 169,090

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -57,245 -121,750 -105,620 Income -57,245 -121,750 -105,620

PSL and AST Holding Account 128,519 83,060 63,470 Page 164 Page 26 North Devon Council Agenda2020/21 BudgetItem Book 14

Public Health

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 51,112 46,800 45,000 Expenditure 51,112 46,800 45,000

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -14,389 -15,000 -15,000 Income -14,389 -15,000 -15,000

Public Health 36,723 31,800 30,000

Renovation Grants

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 1,028 1,000 1,000 Capital Financing 1,008,670 0 0 Expenditure 1,009,698 1,000 1,000

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Government Grants -1,321,325 0 0 Receipts -50,000 -50,000 -80,000 Income -1,371,325 -50,000 -80,000

Renovation Grants -361,627 -49,000 -79,000

Page 165 Page 27 North Devon Council Agenda2020/21 BudgetItem Book 14

Rough Sleepers

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 368,585 26,740 16,440 Expenditure 368,585 26,740 16,440

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Government Grants -333,198 0 0 Receipts -32,904 -500 -6,000 Income -366,102 -500 -6,000

Rough Sleepers 2,483 26,240 10,440

Service Strategy Housing

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Other Grants etc -443,117 0 0 Income -443,117 0 0

Service Strategy Housing -443,117 0 0

Environmental Health and Housing 1,575,200 2,102,700 2,231,180

Page 166 Page 28 North Devon Council Agenda2020/21 BudgetItem Book 14

Operational Services

Page 167 Page 29 North Devon Council Agenda2020/21 BudgetItem Book 14

Administration Management Depot Workshop

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 861,457 929,130 1,003,200 Premises 13,565 12,490 13,590 Transport 62,336 62,130 61,640 Supplies & Services 126,701 97,970 111,580 Capital Financing 35,864 35,860 35,860 Expenditure 1,099,923 1,137,580 1,225,870

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -5,000 -4,500 -5,200 Income -5,000 -4,500 -5,200

Administration Management Depot Workshop 1,094,923 1,133,080 1,220,670

Bus Stations

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 84,524 80,070 84,030 Supplies & Services 150 380 380 Capital Financing 1,196 650 1,200 Expenditure 85,870 81,100 85,610

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -68,834 -76,180 -69,760 Income -68,834 -76,180 -69,760

Bus Stations 17,036 4,920 15,850

Page 168 Page 30 North Devon Council Agenda2020/21 BudgetItem Book 14

Car Parks

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 339,226 355,500 365,650 Premises 634,042 602,090 633,460 Transport 23,233 22,680 19,340 Supplies & Services 131,023 159,790 193,210 Capital Financing -418,595 53,350 53,350 Miscellaneous -707 0 0 Expenditure 708,222 1,193,410 1,265,010

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Other Grants etc -18,216 -20,070 0 Receipts -3,346,351 -3,285,410 -3,354,590 Income -3,364,567 -3,305,480 -3,354,590

Car Parks -2,656,345 -2,112,070 -2,089,580

Cemeteries and Crematorium

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 175,532 34,890 34,020 Premises 135,585 0 0 Transport 417 0 0 Supplies & Services 113,667 0 0 Third Party Payments 220,608 0 0 Capital Financing 59,729 0 0 Expenditure 705,538 34,890 34,020

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Crem Receipts -714,025 0 0 Receipts -220,608 -220,610 -208,610 Income -934,633 -220,610 -208,610

Cemeteries and Crematorium -229,095 -185,720 -174,590

Page 169 Page 31 North Devon Council Agenda2020/21 BudgetItem Book 14

Closed Cemeteries

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 0 460 460 Expenditure 0 460 460

Closed Cemeteries 0 460 460

Domestic Refuse

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 1,219,165 1,139,220 1,231,970 Transport 470,256 456,750 455,920 Supplies & Services 92,687 58,220 41,460 Third Party Payments 66,638 67,440 70,800 Capital Financing 347,377 252,880 347,360 Expenditure 2,196,123 1,974,510 2,147,510

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Government Grants -73,808 0 0 Receipts -727,065 -720,050 -720,510 Income -800,872 -720,050 -720,510

Domestic Refuse 1,395,250 1,254,460 1,427,000

Green Sweep

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services -2,625 0 0 Capital Financing 2,153 6,920 2,150 Expenditure -472 6,920 2,150

Green Sweep -472 6,920 2,150

Page 170 Page 32 North Devon Council Agenda2020/21 BudgetItem Book 14

Litter

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 7,369 15,000 15,000 Expenditure 7,369 15,000 15,000

Litter 7,369 15,000 15,000

Open Cemeteries

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 37,683 39,690 40,730 Premises 84,190 101,780 104,650 Transport 166 250 250 Supplies & Services 1,016 3,420 3,420 Capital Financing 1,181 1,180 1,180 Expenditure 124,236 146,320 150,230

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -51,025 -49,760 -59,760 Income -51,025 -49,760 -59,760

Open Cemeteries 73,211 96,560 90,470

Other Transport Vehicles

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 0 15,000 15,000 Expenditure 0 15,000 15,000

Other Transport Vehicles 0 15,000 15,000

Page 171 Page 33 North Devon Council Agenda2020/21 BudgetItem Book 14

Parking Management Holding Account

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 171,877 170,300 136,380 Transport 370 2,450 2,450 Supplies & Services 50 0 0 Expenditure 172,296 172,750 138,830

Parking Management Holding Account 172,296 172,750 138,830

Property and Technical Service

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 11,363 0 0 Transport 361 0 0 Supplies & Services 3,358 0 0 Expenditure 15,081 0 0

Property and Technical Service 15,081 0 0

Public Conveniences

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 101,958 99,490 103,330 Supplies & Services 37,237 26,740 27,410 Capital Financing 40,452 125,460 110,210 Expenditure 179,647 251,690 240,950

Public Conveniences 179,647 251,690 240,950

Rapid Response Crew

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 67,596 98,550 103,560 Expenditure 67,596 98,550 103,560

Rapid Response Crew 67,596 98,550 103,560

Page 172 Page 34 North Devon Council Agenda2020/21 BudgetItem Book 14

Recycle More

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 7,667 0 0 Expenditure 7,667 0 0

Recycle More 7,667 0 0

Recycling Collection Rounds

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 1,745,727 1,772,720 1,911,550 Premises 20,977 20,000 22,000 Transport 337,633 272,360 286,850 Supplies & Services 47,598 76,420 67,770 Capital Financing 278,519 242,660 278,520 Expenditure 2,430,454 2,384,160 2,566,690

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -675,138 -696,020 -806,580 Income -675,138 -696,020 -806,580

Recycling Collection Rounds 1,755,316 1,688,140 1,760,110

Recycling Process

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 19,193 18,210 18,210 Third Party Payments 61,953 51,000 51,000 Expenditure 81,146 69,210 69,210

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -498,087 -515,690 -435,830 Income -498,087 -515,690 -435,830

Recycling Process -416,940 -446,480 -366,620

Page 173 Page 35 North Devon Council Agenda2020/21 BudgetItem Book 14

Skips

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 86 0 0 Transport 9,516 1,100 4,050 Supplies & Services 1,574 0 0 Third Party Payments 5,564 6,000 5,000 Capital Financing 0 4,100 0 Expenditure 16,740 11,200 9,050

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -9,195 0 0 Income -9,195 0 0

Skips 7,545 11,200 9,050

Sweeping

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 475,779 494,550 528,440 Transport 103,793 100,800 108,530 Supplies & Services 7,876 10,200 8,700 Third Party Payments 4,577 4,000 2,800 Capital Financing 83,291 83,290 83,290 Expenditure 675,316 692,840 731,760

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -9,793 -9,970 -10,190 Income -9,793 -9,970 -10,190

Sweeping 665,523 682,870 721,570

Page 174 Page 36 North Devon Council Agenda2020/21 BudgetItem Book 14

Toilet Cleaning

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 90,197 84,340 93,940 Transport 12,991 15,600 10,400 Supplies & Services 26,077 35,500 33,500 Expenditure 129,265 135,440 137,840

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -20,239 -4,450 -4,720 Income -20,239 -4,450 -4,720

Toilet Cleaning 109,027 130,990 133,120

Trade Recycling

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 57,213 66,940 69,630 Transport 16,945 16,280 20,460 Supplies & Services 0 1,000 1,000 Expenditure 74,158 84,220 91,090

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -72,264 -67,390 -104,420 Income -72,264 -67,390 -104,420

Trade Recycling 1,894 16,830 -13,330

Page 175 Page 37 North Devon Council Agenda2020/21 BudgetItem Book 14

Trade Waste

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 124,781 141,370 156,970 Transport 27,991 29,800 29,900 Supplies & Services 440,067 464,030 481,190 Third Party Payments 7,467 8,120 8,120 Capital Financing 21,198 21,200 21,200 Expenditure 621,503 664,520 697,380

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -650,838 -734,830 -710,910 Income -650,838 -734,830 -710,910

Trade Waste -29,335 -70,310 -13,530

Operational Services 2,237,196 2,764,840 3,236,140

Page 176 Page 38 North Devon Council Agenda2020/21 BudgetItem Book 14

Place

Page 177 Page 39 North Devon Council Agenda2020/21 BudgetItem Book 14

Barnstaple Town Centre Manager

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 1,362 1,440 1,280 Expenditure 1,362 1,440 1,280

Barnstaple Town Centre Manager 1,362 1,440 1,280

Building Control

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 349,486 429,900 416,250 Transport 21,220 25,450 25,450 Supplies & Services 30,739 21,610 12,710 Third Party Payments -613 0 0 Capital Financing 6,545 6,540 6,540 Expenditure 407,377 483,500 460,950

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -381,802 -426,120 -409,210 Income -381,802 -426,120 -409,210

Building Control 25,575 57,380 51,740

CCTV

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 140,927 148,120 139,860 Premises 10,620 16,910 13,560 Supplies & Services 40,697 30,840 22,000 Capital Financing 1,916 1,920 1,920 Expenditure 194,160 197,790 177,340

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -9,000 -25,000 -35,000 Income -9,000 -25,000 -35,000

CCTV 185,160 172,790 142,340

Page 178 Page 40 North Devon Council Agenda2020/21 BudgetItem Book 14

Development Control

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 1,114,322 1,148,470 1,139,750 Premises 30 300 250 Transport 32,831 30,370 33,300 Supplies & Services 51,464 75,530 87,900 Capital Financing 22,610 0 0 Expenditure 1,221,257 1,254,670 1,261,200

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -887,956 -1,025,700 -795,500 Income -887,956 -1,025,700 -795,500

Development Control 333,301 228,970 465,700

Economic Development

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 289,582 292,470 334,670 Premises 1,350 500 500 Transport 5,752 10,590 6,020 Supplies & Services 240,212 86,530 87,990 Capital Financing 53,770 0 0 Expenditure 590,666 390,090 429,180

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Government Grants -53,770 0 0 Other Grants etc -129,833 0 0 Receipts -32,824 0 0 Income -216,426 0 0

Economic Development 374,239 390,090 429,180

Page 179 Page 41 North Devon Council Agenda2020/21 BudgetItem Book 14

Pannier Market

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 193,521 166,610 167,480 Premises 64,485 65,050 64,600 Transport 1,820 470 470 Supplies & Services 27,186 29,940 29,940 Capital Financing 106,358 950 0 Miscellaneous 5 0 0 Expenditure 393,375 263,020 262,490

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -192,165 -199,610 -175,620 Income -192,165 -199,610 -175,620

Pannier Market 201,210 63,410 86,870

Planning Policy

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 185,300 251,600 220,610 Premises 45 500 250 Transport 1,818 2,930 1,970 Supplies & Services 24,594 31,140 63,810 Expenditure 211,757 286,170 286,640

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Other Grants etc -33,687 0 0 Receipts 0 0 0 Income -33,687 0 0

Planning Policy 178,070 286,170 286,640

Page 180 Page 42 North Devon Council Agenda2020/21 BudgetItem Book 14

Planning Reserve

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 0 20,000 20,000 Expenditure 0 20,000 20,000

Planning Reserve 0 20,000 20,000

Tourism

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 10,405 11,980 11,980 Supplies & Services 653 670 670 Expenditure 11,058 12,650 12,650

Tourism 11,058 12,650 12,650

Place 1,309,975 1,232,900 1,496,400

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Resources

Page 182 Page 44 North Devon Council Agenda2020/21 BudgetItem Book 14

Accountancy

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 303,808 314,310 307,470 Transport 2,726 1,710 1,710 Supplies & Services 12,203 8,840 10,620 Expenditure 318,737 324,860 319,800

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -431 0 0 Income -431 0 0

Accountancy 318,306 324,860 319,800

Accountancy Projects

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 74,527 77,160 78,550 Expenditure 74,527 77,160 78,550

Accountancy Projects 74,527 77,160 78,550

Beaches

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 668 3,340 3,340 Expenditure 668 3,340 3,340

Beaches 668 3,340 3,340

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Benefits

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services -393 0 0 Transfer Payments 23,937,861 24,180,600 22,429,670 Expenditure 23,937,468 24,180,600 22,429,670

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Government Grants -24,384,010 -24,617,610 -22,860,670 Income -24,384,010 -24,617,610 -22,860,670

Benefits -446,542 -437,010 -431,000

Brynsworthy Environment Centre

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 331,849 253,840 267,930 Supplies & Services 38,527 5,470 5,470 Capital Financing 204,387 204,390 204,390 Expenditure 574,763 463,700 477,790

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -4,400 0 0 Income -4,400 0 0

Brynsworthy Environment Centre 570,362 463,700 477,790

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Built Environment

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 333,598 365,700 418,110 Premises 12,232 12,820 12,710 Transport 11,897 11,720 14,350 Supplies & Services 29,188 26,180 27,450 Expenditure 386,915 416,420 472,620

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -11,206 -12,500 -5,680 Income -11,206 -12,500 -5,680

Built Environment 375,709 403,920 466,940

Butchers Row Shops

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 14,984 1,300 1,300 Supplies & Services 466 0 0 Capital Financing -4,015 19,590 17,230 Expenditure 11,434 20,890 18,530

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -55,882 -53,470 -61,780 Income -55,882 -53,470 -61,780

Butchers Row Shops -44,448 -32,580 -43,250

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Cattle Markets

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 641 3,910 120 Supplies & Services 20 0 0 Capital Financing 10,488 9,310 10,490 Expenditure 11,149 13,220 10,610

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -26,511 -29,240 -25,490 Income -26,511 -29,240 -25,490

Cattle Markets -15,362 -16,020 -14,880

Exchequer

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 268,844 274,370 286,680 Transport -3,687 -3,390 -3,590 Supplies & Services 37,524 37,260 32,770 Expenditure 302,681 308,240 315,860

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Interest -648 -600 -600 Receipts -5,553 -5,650 -5,870 Income -6,202 -6,250 -6,470

Exchequer 296,480 301,990 309,390

Flood Prevention

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 3,637 6,120 6,120 Expenditure 3,637 6,120 6,120

Flood Prevention 3,637 6,120 6,120

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General Corporate Properties

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 2,500 0 0 Premises 183,505 112,850 114,460 Supplies & Services 746 1,300 1,290 Capital Financing 124,958 134,470 124,670 Expenditure 311,709 248,620 240,420

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -150,112 -133,770 -132,170 Income -150,112 -133,770 -132,170

General Corporate Properties 161,598 114,850 108,250

Housing Advances - Interest

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 0 0 0 Expenditure 0 0 0

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Interest -381 -770 -770 Income -381 -770 -770

Housing Advances - Interest -381 -770 -770

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Ilfracombe Harbour

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 100,800 103,370 109,140 Premises 74,097 65,550 67,300 Transport 2,017 2,440 2,270 Supplies & Services 261,677 247,730 256,200 Capital Financing 130,179 124,670 124,380 Expenditure 568,770 543,760 559,290

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -359,611 -354,050 -367,300 Income -359,611 -354,050 -367,300

Ilfracombe Harbour 209,159 189,710 191,990

Lynton Agency

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 30 50 50 Capital Financing 20,514 30,280 20,520 Expenditure 20,544 30,330 20,570

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -61,217 -50,000 -50,000 Income -61,217 -50,000 -50,000

Lynton Agency -40,673 -19,670 -29,430

Lynton House Accommodation

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 46,764 48,410 48,120 Supplies & Services 5,080 6,260 4,130 Capital Financing 9,583 9,580 9,580 Expenditure 61,427 64,250 61,830

Lynton House Accommodation 61,427 64,250 61,830

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Other Corporate Properties

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 19,437 20,620 19,800 Supplies & Services 3,077 3,520 3,520 Capital Financing 9,980 9,980 9,980 Expenditure 32,495 34,120 33,300

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -66,278 -67,290 -67,540 Income -66,278 -67,290 -67,540

Other Corporate Properties -33,783 -33,170 -34,240

Parish Grants

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 74,153 78,760 0 Expenditure 74,153 78,760 0

Parish Grants 74,153 78,760 0

Pilotage

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Third Party Payments 8,424 7,000 7,000 Expenditure 8,424 7,000 7,000

Pilotage 8,424 7,000 7,000

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Quays & River Walls

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 22,937 39,170 39,170 Expenditure 22,937 39,170 39,170

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -12,261 -13,640 -13,640 Income -12,261 -13,640 -13,640

Quays & River Walls 10,676 25,530 25,530

Revenues / Benefits Holding Codes

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Employees 1,172,822 1,224,740 1,242,200 Transport 4,691 4,920 3,920 Supplies & Services 284,539 241,310 231,310 Capital Financing 39,618 39,620 39,620 Expenditure 1,501,669 1,510,590 1,517,050

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Government Grants 0 -55,230 -55,230 Interest -1,002 0 0 Other Grants etc -112,736 0 0 Receipts -5,393 0 0 Income -119,131 -55,230 -55,230

Revenues / Benefits Holding Codes 1,382,538 1,455,360 1,461,820

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Seven Brethren Bank

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 10,379 6,790 6,790 Supplies & Services 2,419 0 0 Expenditure 12,798 6,790 6,790

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Receipts -112,528 -155,180 -142,530 Income -112,528 -155,180 -142,530

Seven Brethren Bank -99,730 -148,390 -135,740

Street Name Plates

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Premises 1,000 1,000 1,000 Supplies & Services 4,078 4,500 4,500 Expenditure 5,077 5,500 5,500

Street Name Plates 5,077 5,500 5,500

Tax Collection

Expenditure Actuals 2018/19 Budget 2019/20 Budget 2020/21 Supplies & Services 0 0 0 Expenditure 0 0 0

Income Actuals 2018/19 Budget 2019/20 Budget 2020/21 Government Grants -202,853 -202,850 -208,860 Other Grants etc -59,902 -30,000 -30,000 Receipts -226,225 -230,000 -225,000 Income -488,980 -462,850 -463,860

Tax Collection -488,979 -462,850 -463,860

Resources 2,382,843 2,371,590 2,370,680

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Original Original Original Original Budget Budget Budget Budget Project 2019/20 2020/21 2021/22 2022/23 £ £ £ £

Chief Executive and Corporate Website Improvement 5,455 0 0 0 ICT Capital Investment 22/23 0 0 0 432,570 Office Technology Fund - End User Assets and IT Assets in Data Centre 183,313 290,250 197,770 0 ICT Improve Back-up and Recovery Capabilities 0 216,140 0 0 ICT Skype for Business 193,329 0 0 0 382,097 506,390 197,770 432,570

Corporate and Community Museum of Barnstaple - Long Bridge Wing 1,041,732 0 0 0 21:21 (Transformation Project) 43,226 0 0 0 Committee Administration System 28,397 0 0 0 Online Consultation Software 0 14,700 0 0 S106 Contributions - Various projects 666,040 0 0 0 Tarka Tennis Artificial Grass Pitch 794,535 0 0 0 Leisure Provision at Seven Brethren 1,148,014 5,219,824 8,586,894 0 3,721,944 5,234,524 8,586,894 0

Environmental Health & Housing Affordable Housing delivery Grant 5,000 0 0 0 Affordable Housing Fund 0 90,000 0 0 S106 Affordable Housing - Higher Westaway, Newton Tracey 0 45,000 0 0 ECO Warm up Grants 250,000 0 0 0 Disabled Facilities Grant Programme 1,318,000 1,492,401 979,000 979,000 Boyton House 0 173,459 0 0 Provision of temporary accommodation 489,844 0 0 0 2,062,844 1,800,860 979,000 979,000

Operational Services Works Unit Vehicles 417,033 116,000 976,000 1,290,000 Rolling Road - for Workshop 31,790 0 0 0 HGV Ramps 25,000 0 0 0 Material Recovery Facility - Infrastructure 0 760,000 0 0 473,823 876,000 976,000 1,290,000

Place Land Release Fund - Seven Brethren 120,602 2,025,628 0 0 CCTV service 115,000 0 0 0 Replacement Planning ICT system 42,981 0 0 0 278,583 2,025,628 0 0

Resources Barnstaple Bus Station re-furbishment 2,118 53,807 0 0 Marine Drive Car Park Resurfacing - Ilfracombe 0 65,000 0 0 Ilfracombe Harbour - Kiosks 127,884 0 0 0 Jubilee Gardens reserved car park retaining wall 31,447 0 0 0 Resurfacing to various car parks 2,980 104,004 0 0 Retaining Wall - Watersmeet Car Park Lynton 22,000 0 0 0 Retaining Wall - Cross Street Car Park Lynton 9,500 0 0 0 Public Maintenance - Public House corner of Castle Street & 16 Castle Street 0 90,000 0 0 Refurbishment Lower Lyndale Public Toilets, Lynmouth 30,000 0 0 0 HR and Payroll System 98,500 0 0 0 Pannier Market Re-roofing works 19,000 481,000 0 0 Water Sports Centre Ilfracombe 28,656 1,344,815 0 0 Acquisition of Land off Frankmarsh, Barnstaple 335,900 0 0 0 Digital Transformation Asset and Financial Management System 0 40,000 0 0 707,985 2,178,626 0 0

Resources - Non Treasury Acquisition of Sub Lease Plot 1 Seven Brethren 500,000 0 0 0 500,000 0 0 0

8,127,276 12,622,028 10,739,664 2,701,570 Page 192 Page 54 Agenda Item 14 Appendix A

Open NORTH DEVON COUNCIL

REPORT TO: STRATEGY AND RESOURCES Date: 3 February 2020 TOPIC: REVENUE BUDGET 2020-21, CAPITAL PROGRAMME AND MEDIUM TERM FINANCIAL STRATEGY 2020-2024

REPORT BY: CHIEF FINANCIAL OFFICER

1. INTRODUCTION 1.1 This report notes the latest forecast position in the Performance and Financial Management Quarter 3 of 2019-20 reported separately on the agenda and the draft Budget for 2020-21. These figures will be the basis of the recommendation to Council on 26 February 2020 when the Council Tax levels for 2020-21 will be approved.

1.2 The Council has a legal duty to prepare a balanced budget and in order to achieve this position a number of pressures have been identified and assumptions made throughout the preparation process. Members are minded to consider whether to implement or amend these whilst taking into account the implications on the Council’s overall financial position and the level of Council Tax for 2020-21 year.

1.3 The Council’s new Corporate Plan was approved by Full Council in September 2019. In taking decisions on the budget and Council Tax, Members will be mindful of the four key corporate objectives set out in the Plan, these being:  We achieve financial security  We become focussed on delivering the best for our customers  Our environment is cherished and protected  We plan for North Devon’s future

1.4 A continuing theme running through the Corporate Plan is the need to achieve savings and/or generate additional income within the Council’s budgets. Sitting alongside and supporting the Corporate Plan is the Council’s Medium Term Financial Strategy (MTFS) which has been updated and is shown later in this report.

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1.5 It is however pleasing to report that the Council has a good track record of delivering efficiencies and savings and is in good financial shape to meet this challenge.

2. RECOMMENDATIONS

2.1 That Members: 2.1.1 Note the latest forecast for Budget 2019-20 and the proposed contributions to earmarked reserves. 2.1.2 Note the Chief Financial Officer’s assurance on the adequacy of the reserves and the robustness of the budget in paragraph 5.1.4.5 2.1.3 Note the Chief Financial Officer’s highlighted areas of risk identified within the budget process set out in paragraph 5.1.4.6 and section 5.3 2.1.4 Note the latest Medium Term Financial forecast for 2020-2024 as shown in section 5.1.5 2.1.5 Subject to approval of 2.2.4 below, that funds are released for the capital schemes listed in section 5.2.2

2.2 Recommend to Council: 2.2.1 That there be an increase of 2.73% in the level of Council Tax charged by North Devon Council for 2020-21 (in accordance with the revised referendum limit ability of £5.00 per Band D property) with a Band D Council Tax level of £188.35. 2.2.2 The actions identified in sections 5.1.2 to 5.1.4, which are required to ensure a balanced budget is achieved and therefore recommend to Council the approval of 2020-21 General Revenue Account Budget. 2.2.3 To adopt the Medium Term Financial Strategy 2020-2024 in section 5.1.5 as part of the Policy Framework. 2.2.4 The Capital Programme 2019-20 to 2022-23 as highlighted in section 5.2 be approved.

3. REASONS FOR RECOMMENDATIONS

3.1 The 2019-20 latest forecast is reported to ensure the Council maintain budgetary control for the rest of the financial year. 3.2 To ensure Members have assurance on the financial standing of the Council and risks associated with the budgetary framework. 3.3 Decisions on the level of Council Tax need to be taken by Strategy and Resources as part of recommending next year’s budgetary framework for adoption by Council. 3.4 To ensure the Council has a savings plan in place to deliver the long-term financial strategy of the Council.

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3.5 To ensure Members control the performance improvement activities of the Council. 3.6 To ensure that future capital investment is available and targeted to the Council’s priorities.

4. CONSTITUTIONAL CONTEXT

Article or Appendix Referred or and paragraph delegated power?

Part 3 Annexe 4 Delegated

Part 4 Budget Delegated Procedure Rules

5. REPORT

5.1 Revenue Budget

5.1.1 Quarter 3 Forecast 2019-20

5.1.1.1 The Performance and Financial Management Quarter 3 of 2019-20 is also reported on the agenda. The current forecast is that the Council has a small net budget surplus of (£0.006m) against its budget.

5.1.1.2 The original budget for 2019/20 included a forecast to achieve £0.214m worth of salary vacancy savings. The current position forecasts this will be exceeded this year and vacancy savings of £0.231m will be achieved.

5.1.1.3 A review of procedures and processes within Works and Recycling was carried out at quarter two and we set targeted spend in respect of the vehicle workshop, challenging resources across all Works & Recycling manual sections and to reduce sickness levels. As a result of these changes we factored in a reduction in overtime and agency costs within the quarter 2 projections, I am pleased to report the current figures indicate that these targeted reductions are being achieved, although it will continue to be closely monitored until the end of the financial year.

5.1.1.4 The sale of recyclable material continues to be an uncontrollable variable where we have recently seen a reduction to zero for glass and cardboard, although the sale price of plastic has increased significantly. The continued volatility remains a risk on-going and will be monitored closely.

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5.1.1.5 At the 31st December 2019, we are still assuming a £0.200m increase to business rates growth already factored into the budget, the growth is now estimated to be £1.702m.

5.1.1.6 The Business Rate retention scheme was introduced in April 2013 which sees Billing authorities receive a ‘baseline’ funding but in addition they are exposed to the risks and rewards of retaining a proportion of the income collected. This exposure is mitigated by participation in the Devon-wide pool that collates all of the Business Rate growth and decline and returns a share of the impact to each local authority.

5.1.1.7 At the 31st December 2019 total external borrowing was £1.250m. The timing of any future borrowing is dependent on how the authority manages its treasury activity and due to current low interest rates and reduced returns on investments it is prudent for the Council to ‘internally borrow’ and use these monies to fund the Capital Programme.

5.1.1.8 The recommended level of general fund balance is 5%-10% of the council’s net revenue budget (£0.626m to £1.252m). The forecast general fund reserve at 31 March 2020 is £1.161m, which is a level of 9.3%.

5.1.2 Budget 2020-21

5.1.2.1 Preparation of the 2020-21 budget began in the autumn of 2019 in order to consider the cost of known budgetary pressures and provide opportunity to consider the impact of proposed reductions.

5.1.2.2 The Government’s Spending Review (SR2019) took place in September 2019, which announced government spending plans for 2020-2021. Increased funding was announced for public services notably the NHS, schools, social care, police and the armed forces.

5.1.2.3 There was no additional new funding for district councils however and continued pressure and uncertainty on our funding sources remains as the Government’s Fair Funding Review and Business Rates Retention changes, originally planned for 2020-21 year was delayed by one year until April 2021.

5.1.2.4 The Council made the decision during 2016-17 to accept the Government’s offer of a 4-year financial settlement through to the current 2019-20 year. By accepting the 4-year settlement helped the Council to plan ahead with greater certainty and to provide a financial platform to delivery upon our corporate plan. However, due to the funding review changes above now being delayed, the financial settlement for 2020-21 year is only a one-year funding

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announcement which leaves local authorities with much greater uncertainty in being able to plan further ahead.

5.1.2.5 The refreshed 4-year Medium Term Financial Strategy was approved this time last year (February 2019) and the forecast cumulative budget gap / (surplus) was shown as follows

Years 2019-20 2020-21 2021-22 2022-23 £m £m £m £m Budget gap / (surplus) 0 0.401 0.470 0.666

5.1.2.6 The forecast for 2020-21 (at this time last year) was a budget gap of £401,000. Following a more detailed annual budget setting exercise mentioned in 5.1.2.1 there have been a number of movements to this forecast however I am pleased to be in a position to put forward a balanced budget for 2020-21 financial year.

5.1.2.7 A summary of the main budget movements for 2020-21 is as follows:

£m £m

Medium Term Financial Plan budget gap for 2020-21 0.401 Funding movement 0.401

Increased Waste & Recycling costs 0.190 Reduction in Recycling & Trade Waste income 0.080 Reduction in Planning fee income 0.230 Salary savings (net) (0.122) Pension Scheme revaluation - below original MTFS forecast (0.326) Additional New Homes Bonus funding (0.391) Baseline Core Funding - above original MTFS forecast (0.476) Business Rates - growth (0.156) Other 0.068 Cost pressures & reductions (0.903)

Review of Fees and Charges (MTFS from 2020-21 into 2021- 22) 0.252 Contribution to Transformation Reserve 0.250 Options to balance the budget 0.502

Draft Balanced Budget for 2020-21 0.000

The Council’s net budget for 2020-21 is £13.380m; a table outlining the summary Budget 2020-21 is attached as Appendix A.

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Details showing the recommended level of strategic grants for 2020-21 are in Appendix B; which proposes no reduction to the current level of grants supporting these organisations and maintains funding at the level they have been receiving since 2017-18 year.

5.1.3 Budget 2020-21 Funding

5.1.3.1 There are three main sources for the Council to fund its net budget of £13.380m; direct Government Grants, Business Rates and income collected from Council Tax payers.

5.1.3.2 The level of funding the Council receives for its share of the Council Tax bill equates to £6.568m.

5.1.3.3 The main grant received from Central Government is paid via the Local Government Finance Settlement.

5.1.3.4 North Devon has been provisionally allocated £3.317m, which is in line with the amount awarded for 2019-20. The final settlement is due to be approved by Parliament in February 2020.

5.1.3.5 The balance of funding of £3.495m used to fund the Budget 2020- 21 is as follows:

 New Homes Bonus of £1.837m, which is made up as follows:

Increase Cumulative total

Year 1 (2017-18) £299,095 Year 2 (2018-19) £379,672 Year 3 (2019-20) £434,860 Year 4 (2020-21) £723,191 £1,836,818

 The government reviewed New Homes Bonus as part of the 2017-18 finance settlement and made changes to reduce the legacy payments of the original scheme of 6 years down to 4 years from 2018-19. In addition to this, the scheme also would now only be rewarding growth over a national baseline of 0.40%.

 The 2020-21 finance settlement announced that the 2020-21 in-year allocation of New Homes Bonus funding (£723,191) would only be for one-year only and there would be no legacy payments on this allocation being received for the following three years. The Government intends to consult on the future of his housing incentive in spring 2020 and move towards a

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new, targeted approach that rewards local authorities where they are ambitious in delivering new homes and a scheme which is aligned with other measures on planning performance.

 Business Rates Retention growth of £1.658m. In the current year 2019-20 we are reporting additional business rates income of £0.200m over and above the budgeted £1.502m business rates growth.

5.1.4 Reserves

5.1.4.1 The Council started 2019-20 with earmarked reserves of £5.468m and a General Fund Balance of £1.161m.

5.1.4.2 The Performance and Financial Management Quarter 3 report of 2019-20, also on the agenda, provides an updated forecast position for reserves. It is currently forecast that the amount held in earmarked reserves will reduce to £4.110m and the General Fund Balance to remain at £1.161m as at 31 March 2020.

5.1.4.3 The Budget 2020-21 includes contributions to and (from) specific earmarked reserves. Appendix A summarises these reserve movements.

5.1.4.4 Appendix C details the forecast reserve balances for the period to 31 March 2021 and it is currently forecast that the amount held in earmarked reserves will be £3.336m and the General Fund Balance of £1.161m as at 31 March 2021.

5.1.4.5 In compliance with the Local Government Act 2003 the Chief Financial Officer assures Members of:

 The robustness of the estimates; and

 The adequacy of the proposed financial reserves

5.1.4.6 The Chief Financial Officer would also like to draw Members’ attention to the risks associated with Revenue and Capital budgets identified in section 5.3 below.

5.1.5 Medium Term Financial Strategy 2020-2024

5.1.5.1 Whilst preparing the Budget 2020-21 each Head of Service was tasked with preparing service plans covering 2020-21 and beyond. These plans have been through Policy Development Committee in January 2020 and if applicable the revenue implications have been factored into the budget. The purpose of these plans is to ensure that the Council has a strategic approach to delivering the budget

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reductions expected as a result of the Government’s austerity programme.

5.1.5.2 The Medium Term Financial Strategy (MTFS) was last considered by the Executive at its meeting on 4 February 2019. Council approved the MTFS 2019-20 to 2022-23 at its meeting on 25 February 2019.

5.1.5.3 The MTFS underpins and provides the financial cornerstone of the Corporate Plan, which will shape the Council’s activities. It is good practice that the MTFS is refreshed on an annual basis to ensure that the Council’s forward looking financial position is considered particularly in the current economic climate.

5.1.5.4 The MTFS model represents a view as of today based on numerous financial assumptions about the future, which are described in detail together with the risks associated with their volatility.

5.1.5.5 The refresh of the MTFS has involved reviewing all previous assumptions in light of new and more current information. These changes reflect actual experience and additional information or remove unsafe assumptions. The main assumptions in the forecast are as follows:

 Pay settlement. The Government previously indicated continued strict controls needed to minimise public sector pay and pay increases were targeted at 1%. The 2018 & 2019 pay offer announced relaxed this target and for 2019-20 the impact equated to an additional £0.340m cost. The budget for next year and the future years in the MTFS have prudently assumed a similar cost increase continuing. The risk however is that a higher increase is agreed which would add further cost to what has been predicted.  No further borrowing to fund capital expenditure in addition to already approved projects. The Budget 2020-21 and Treasury Management strategy includes borrowing costs of up to £0.700m in 2020-21 to cover current capital programme commitments. The future model assumes borrowing increasing to £1.3m by 2023-24 to cover approved capital projects in the programme. It assumes no further borrowing is undertaken than currently committed to above. If borrowing beyond this is considered a business case will be made outlining all the possible funding options.  Additional legislative requirement will be funded by additional grant. Under the new burdens doctrine the Ministry of Housing, Communities and Local Government (MHCLG) provides additional grant funding, either as a specific grant or

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included in formula grant. It is also assumed that the grant will be sufficient to fund the additional costs.  The move to Universal Credit has a nil effect. The move from rent allowances to universal credit will see reductions in expenditure and grant income. It is assumed that we will make sufficient savings to match the grant reduction. It is also assumed that there will be no significant impact on homelessness and prevention.  No impact from future changes to pensions. The impact from the 2020-21 triennial review of the pension scheme has already been factored into the base budget which sets out the authority’s employer contributions for the periods to 2022-23. The next triennial review of the pension scheme takes place in the autumn of 2022; the model has prudently assumed an increased cost for 2023-24 year. However, if the actual results are in line with the assumptions recently made within the pension review then this impact should be lower.  Review of fees and charges. Core fees and charges for service areas such as carparks and garden waste have not been reviewed for a number of years; however the running costs for these services have increased. A review of fees and charges has been incorporated within the forecast and will require Member approval in advance of the 2021-22 year. The risk to the financial forecast is that fees are not increased and thus increases the forecast budget gap by £0.275m.  Includes increases in the level of council tax per annum with effect from 2020-21. This does not mean that the Council cannot freeze or amend the level of council tax, but the decision will be made as part of the budget consideration each year. However, the model assumes a rise each year, if a decision is made to not increase then this will produce a cumulative budget gap of £0.170m in each of the years the tax is not increased.  Government Fair Funding Review and income from retention of Business Rates. From 2013-14 the government allowed authorities to share in the benefit from growth in business rates. The latest forecast for 2019-20 is estimating additional Business Rates Retention income of £0.200m over and above the budgeted £1.502m Business Rates growth; this is in addition to Baseline funding.  Due to the funding review changes originally planned for the 2020-21 year now being delayed, the financial settlement for 2020-21 year is only a one-year funding announcement which leaves local authorities with much greater uncertainty in being able to plan further ahead.  Baseline funding is being reviewed and a planned reset for 2021-22 year which will see the above business rates growth reset and a new Baseline funding level for each authority. The

Page 201 Agenda Item 14 Appendix A

MTFS model forecasts an assumed overall reduction in Baseline funding and Business Rates income for 2021-22 onwards. Indicative funding allocations should be announced in autumn 2020, however the risk to the Council is that the overall funding is lower than the level assumed in the financial forecast.  Use of New Homes Bonus. The government reviewed New Homes Bonus and made changes to reduce the legacy payments of the original scheme of 6 years down to 4 years from 2018-19. In addition to this, the scheme now only rewards growth over a national baseline of 0.40%.  The 2020-21 finance settlement announced that the 2020-21 in-year allocation of New Homes Bonus funding (£723,191) would only be for one-year only and there would be no legacy payments on this allocation being received for the following three years. The Government intends to consult on the future of his housing incentive in spring 2020 and move towards a new, targeted approach that rewards local authorities where they are ambitious in delivering new homes and a scheme which is aligned with other measures on planning performance.  Based on the current scheme North Devon is forecast to receive £1.8m for 2020-21 year; however we have prudently assumed only the remaining legacy payments of £0.815m for 2021-22 and £0.435m for 2022-23. The risk to the Council is that the scheme is changed fundamentally and the financial impact results in a lower then assumed income figure for these payments. The MTFS has incorporated the estimated impact of the changes for future year forecasts through to 2022-23; however as any replacement scheme is unknown we have indicated a worse-case scenario of receiving no payment from any revised scheme.

5.1.5.6 The MTFS looks at the changing financial situation of the Council over the future four financial years for 2020-21 to 2023-24. The starting position is the Budget 2020-21, which is rolled forward based on a set of assumptions. However as touched on earlier the unknown future year government funding levels result in so much uncertainty, I have prudently based the future year forecast for 2021-22 year on a worse-case scenario of losing £1.02m of core funding/business rates and £1.022m reduction of New Homes Bonus grant.

5.1.5.7 The refreshed MTFS model detail is shown in Appendix D and the forecast cumulative budget gap / (surplus) is shown as follows:

Years 2020-21 2021-22 2022-23 2023-24 £m £m £m £m Budget gap / (surplus) 0 1.781 2.110 2.678

Page 202 Agenda Item 14 Appendix A

5.1.5.8 Clearly, this creates a large budget gap to bridge moving forwards however it is crucial that both Officers and Members understand the potential financial context that we ‘could’ end up with, subject to any transitional arrangements the government put in place. This clearly focuses minds on becoming more efficient within the services we currently provide and becoming entrepreneurial in the way we deliver services into the future and move towards a more commercially minded Council to generate additional income for the revenue budget.

5.1.5.9 The Council has been preparing and positioning itself for on-going budget reductions and will continue to work on options to deliver savings and efficiencies necessary towards bridging the budget gaps through to 2023-24 year.

5.1.5.10 The figures shown in the model are forecast and members should be mindful of the sensitivity of some of the figures incorporated; the following sensitivity analysis highlights how figures can change both upwards and downwards:

 A 1% movement on pay awards has an impact of £0.100m; the MTFS has factored in 2% each year therefore any variance to this will change the forecast  No Council Tax rise is a cost impact of £0.170m each year in lost income on the base budget  For every £1m extra borrowed (over a 10 year period) would be an additional annual cost to revenue budget of £0.125m

5.1.5.11 There are some potential areas not yet factored into the Medium Term Financial Strategy (MTFS) as these require further work and analysis to be carried out before inclusion in any plans; these are:

 Any financial net benefit of potential further review to service areas; such as Waste and Recycling service and a decision moving forwards following the current trial of 3-weekly residual collections, reviewing the commercial trade waste service and also looking at current provision and cost of public conveniences as outlined in the Operational Services Plan 2020  Income generation and net revenue gains following adoption of a new Commercialisation Strategy by Members planned for April 2020  Any new Business Rates growth following the 2021-22 baseline re-set of core funding and any financial benefit in later financial years

Page 203 Agenda Item 14 Appendix A

5.1.5.12 Performance against the budget and savings targets is carried out through the year and incorporated into the quarterly financial and performance management report received by Strategy and Resources. Due to the uncertainty around our future funding, Members will need to make some difficult decisions to identify income generating and savings options to bridge the above budget gap in advance of autumn 2020 when further detail on the future year funding settlement will become clearer.

5.2 Capital Programme

5.2.1 The Performance and Financial Management Quarter 3 of 2019-20 is also reported on the agenda. This report highlights the latest plans for capital investment for the period 2019-20 to 2021-22, which amounts to £31.276m and is broken down as follows:

 2019-20 £8.102m  2020-21 £12.434m  2021-22 £10.740m

5.2.2 Further investment of £2.915m through to 2022-23 has been identified following business cases submitted to the Project Appraisal Group, which is broken down across the following schemes:

 Online consultation software £14,700  Vehicle Replacement Programme £1,315,000  ICT Office Technology £432,570  Boyton House re-furbishment £173,459  Disabled Facility Grants £979,000

5.2.3 The Council therefore has identified investment needs of £34.191m, which it expects to be funded from capital receipts/borrowing (£15.466m), external grants and contributions (£15.598m) and reserves (£3.127m).

5.2.4 Appendix E provides an individual project detail of the Capital Programme for 2019-20 to 2022-23.

5.2.5 The timing and realisation of capital receipts can be impacted by events beyond the control of the Council and we have been able to manage cash flows for projects through internal borrowing.

5.2.6 We also have authority to borrow from the Public Works Loan Board (PWLB) as outlined in the Treasury Management Annual Investment Strategy and the Council currently has external borrowing of £1.250m.

Page 204 Agenda Item 14 Appendix A

5.3 Risk Assessment

5.3.1 Whilst formulating the budget proposals, risks to specific income and expenditure budgets were identified. During the course of the process assessments were made in respect of these risks. In light of the information that officers had available appropriate amendments were made to the budget forecasts where possible. Highlighted below are risks identified that could yet have a major impact on the Council’s ability to achieve the Budget 2020-21;

5.3.2 Government grants – Parliament is expected to approve the funding allocated to Local Government in February 2020. The risk to 2020-21 is that it could be approved at different levels to that assumed in the Budget 2020-21, although the likelihood is unlikely based upon previous years’ experience however until this is formally confirmed this is flagged as a risk. In addition, is the high level of uncertainty surrounding the future years funding settlements following the forthcoming Fair Funding Review and future of Business Rate Retention.

5.3.3 Income from car parks, planning, sale of recyclable materials, commercial waste and investments are key areas of income, which have been detrimentally impacted since 2009 as a result of the recession. Whilst some areas have started to recover it remains difficult to predict when stability and, or any significant improvement will return to the economy and is therefore continues to be a source of major risk to the Council’s Budget 2020-21. However, the budget estimates have been set prudently taking account of the latest 2019-20 forecast income levels.

5.3.4 Capital receipts – The Council faces two main risks in this area. The first is the fact that the Capital Programme is forecast to be funded from as yet unrealised receipts. The second is the ongoing value of receipts generated could be lower due to the economic situation. Both these factors could lead the Council to seek other sources of funding, such as increasing external borrowing and therefore add further borrowing costs to that already included in the 2020-21 budget.

5.3.5 Savings plans – Service plans have been approved and any net savings factored into the 2020-21 budget. To achieve the full financial benefit of any savings identified will require negotiation with supplier, partners and other organisations therefore there is a risk that the full benefit may not be achieved, or achieved within 2020-21 financial year.

5.3.6 Increase in demand for services – Demand for specific services has continued to increase during 2019-20. Homelessness prevention measures in particular have increased over the past couple of years. It is considered that in light of the current economic climate and general public sector budget cuts that this will continue through 2020-21, which will further impact the Council’s budget.

Page 205 Agenda Item 14 Appendix A

5.3.7 Localisation of council tax support – The new income-banded Council Tax Reduction scheme was approved by Full Council in January 2020; however, changes due to increased take up or loss of collection above that forecast would have a direct financial impact on the Council and its major preceptors. The scheme will be reviewed as part of the quarterly performance and financial management report.

5.3.8 Business Rates retention – We are now exposed to the risk of lower collections, decline on the tax base and successful outstanding appeals. However this is mitigated by participating in the Devon-wide pool. The Council is also experiencing growth in Business rates income, which has been included in the financial plans.

5.3.9 Welfare reforms – The Government has embarked on significant changes to the welfare system, which includes changes to the amounts claimants are entitled to, consolidating different forms of benefit and payment methodology. These may generate risks both from increased demand for services and more directly on resources of the Council. There are still many aspects of the reform unclear, but the Council will continue to monitor progress and analyse the impact on our customers as well as the Council itself.

6. RESOURCE IMPLICATIONS

6.1 Included in the report.

7. EQUALITIES ASSESSMENT

7.1 There are no equalities implications anticipated as a result of this report.

8. STATEMENT OF INTERNAL ADVICE

8.1 The author (below) confirms that advice has been taken from all appropriate Councillors and officers. 9. STATEMENT OF CONFIDENTIALITY

9.1 This report contains no confidential information or exempt information under the provisions of Schedule 12A of 1972 Act.

10. BACKGROUND PAPERS

10.1 The background papers are available for inspection and kept by the author of the report.

Author: Jon Triggs, Head of Resources Date: 17 January 2020 Lead Member: Councillor Ian Roome

Page 206 Agenda Item 14 Appendix A Appendix B

Budget Summary 2020/2021

Service Budgets £ Corporate & Community Services 4,161,440 Corporate Services 2,222,310 Environmental Health and Housing 2,231,180 Operational Services 3,236,140 Place 1,496,400 Resources 2,370,680 Total Service Budgets 15,718,150

Accounting Adjustments £ Asset Management Revenue Account -2,500,820 Vacancy Savings Target -200,000 IAS19 Appropriation -998,510 Accounting Adjustments -3,699,330

Contributions to / from (-) Reserves £ Ilfracombe Watersports Centre Reserve -1,880 Climate & Environmental Grants 20,000 Repairs Fund - Contribution 236,290 Repairs Fund - Applied -236,290 Planning Inquiries Fund - Applied -20,000 Community Protection Vehicles Reserve 6,000 Members Technology Fund 6,070 Transformation Reserve 250,000 Vehicles Renewals Fund 250,000 Tarka Tennis Surface Replacement 13,000 Technology Fund 115,000 Noise Equipment 2,000 District Council Elections Reserve 25,000 New Homes Bonus Reserve 45,050 Council Tax Support Scheme Reserve -27,420 Earmarked Reserves 682,820

Interest, Levies & Other £ Interest Receivable -50,000 Minimum Revenue Provision (MRP) 626,000 Interest Payable 74,000 Levies 28,690 Interest, Levies & Other 678,690

Total Budget 13,380,330

Resources and Funding £ Revenue Support Grant -16,050 Business Rates Baseline Funding Level -2,990,740 Business Rates Retention Growth -1,658,670 Council Tax -6,511,150 Collection Fund Surplus -56,710 New Homes Bonus - Grant -1,836,820 Rural Services Delivery Grant -310,190 Resources and Funding -13,380,330

Total Funding -13,380,330 Page 207 This page is intentionally left blank Appendix B

Grants Grant Reduction Level Reduction 2016/17 2017/18 2018/19 2019/20 2020/21 2020/21 % AONB 16,770 16,770 16,770 16,770 0 16,770 0.0% Biosphere 18,360 15,900 15,900 15,900 0 15,900 0.0% Go North Devon 17,000 14,720 14,720 14,720 0 14,720 0.0% NDVS 17,000 17,000 17,000 17,000 0 17,000 0.0% CAB 45,000 45,000 45,000 45,000 0 45,000 0.0%

Climate and Environmental Grants 0 0 0 0 0 20,000 Community Councillor Grants 43,000 43,000 43,000 42,000 0 42,000 157,130 152,390 152,390 151,390 0 171,390 Page 209 Page Agenda Item 14 Appendix C This page is intentionally left blank Closing Appendix C Opening Transfer from Transfer from Transfer Transfer to Balance Earmarked Reserves Balance 1st Reserves (to Reserves (to between Reserves 31st March April 2020 Capital) Revenue) Reserves 2021

Community Housing Fund -Housing Enabling 552,520 552,520 Collection Fund Reserve 663,898 -250,000 413,898 Vehicle Renewals Fund 170,000 250,000 -116,000 304,000 Transformation Reserve 0 250,000 250,000 Crem Earmarked Reserve 204,887 204,887 Crem Equipment Replacement Reserve 180,000 180,000 Strategic Contingency Reserve 168,622 168,622 Planning Enquiries Fund 176,590 -20,000 156,590 Digital Transformation Financial Systems 135,002 135,002 Economic Development Reserve 130,290 130,290 Local Plans Fund 127,725 127,725 Tarka Tennis Surface replacement 70,873 13,000 83,873 Improvement Programme Reserve 79,271 79,271 Repairs Fund 239,583 236,290 -168,652 -236,290 70,931 Self Build & Custom Housebuild 57,302 57,302 Council Tax Support Scheme Reserve 79,919 -27,420 52,499 Provision for Brexit Reserve 52,452 52,452 Prevention CLG Grant Reserve 45,317 45,317 Rough Sleeper Initiative - DCLG grant 42,237 42,237 Specialist Domestic Abuse Reserve 27,467 27,467

Page 211 Page Neighbourhood Planning 25,000 25,000 District Council Election 0 25,000 25,000 Community Protection Vehicles Reserve 18,000 6,000 24,000 Brownfield Land Registers and Permission 23,817 23,817 Community Consultation 38,383 -14,700 23,683 Climate & Environmental Grants 0 20,000 20,000 Development Control Fund 15,600 15,600 Habitat Directive Reserve 11,270 11,270 Car Parking Reserve 6,627 6,627 Members Technology Fund 0 6,070 6,070 Town & Parish Fund 5,159 5,159 IER Funding 5,104 5,104 Greensweep Replacement Fund 2,703 2,703 Agenda Item 14 Noise Equipment reserve 129 2,000 2,129 Appendix D CCTV Reserve 2,000 2,000 New Homes Bonus Reserve 108,962 45,050 -152,170 1,842 Local Welfare Support reserve 541 541 Capital Funding Reserve 347,139 -346,957 182 Office Accommodation Reserve 41 41 Leisure Centre Replacement Reserve 2 2 P C Planned Maintenance Fund 40,156 -40,155 1 Land Charges Personal Search Reserve 0 0 Second Homes Council Tax Reserve 125,289 -125,289 0 Land Charges Earmarked Reserve 0 0 External Professional Services Reserve 0 0 Waste Shared Savings Reserve 0 0 Theatres Reserve 0 0 Museum development fund 0 0 Office Technology Reserve 127,834 115,000 -242,834 0 Ilfracombe Watersports Centre Reserve 1,881 -1,881 0 4,109,592 968,410 -1,206,757 -535,591 0 3,335,654 This page is intentionally left blank Appendix D Medium Term Financial Strategy - 2020 to 2024 2020-21 2021-22 2022-23 2023-24 Years £'000 £'000 £'000 £'000 Budget (Opening Balance) 13,380 13,380 13,415 13,754 Cost Pressures / savings: Assumes current 2-year pay award offer up to 2019-20 year continuing; plus cost of Salaries costs 390 400 410 annual increments 2019 revaluation resulted in a cost decrease of £176k. (2016 revaluation cost Pensions costs - 2022 revaluation (3 years from 1st April increase of circa £250k); assumptions factored in as part of this revaluation have taken 150 2023) into account future long-term forecasts. Prudently assumed future cost of £150k in case actual results differ from assumptions for 2022 triennial review. Borrowing costs of £700k already in base - borrowing model forecast to 2023/24 Borrowing costs 170 435 (27) (increase to £1.3m). Note: Without any further capital receipts this increases to £1.5m in 2025/26. New 20-year Leisure Contract (full repair obligations). Removal of current Existing Leisure Centre maintenance budget (115) maintenance budget from 2022-23 year.

New 20-year Leisure Contract (planned opening February 2022). First full year Revenue subsidy from new Leisure Centre (381) subsidy from 2022-23 year. Page 213 Page Reserves: Budget 2019-20 had a target of £214k (currently reporting £231k being achieved). Vacancy savings target For 2020-21 have decreased this target to £200k which is prudent level for the medium term. Base Budget 2019-20 had a contribution of £62k - reserve balance @ 31 March 2020 Strategic contingency estimated to be £169k. Reserve balance is more than sufficient level for the medium term. Base Budget 2020-21 has a contribution of £250k which is planned for fleet Vehicle replacements replacement. Assumption this continues for period. Base Budget 2020-21 has a contribution of £0k - reserve has sufficient balance @ 31 Improvement programme March 2020 estimated to be £79k. Agenda Item 14 One-off contribution to reserve in 2020-21 year reversed to mitigate potential Appendix E Transformation reserve (250) changes to NHB scheme funding in 2021-22. Savings Plans: Review of fees and charges (car parks, garden waste, commercial waste); was Review of Fees and Charges (275) originally factored into MTFS 2020-21 this has been moved back to 2021-22 to enable full review of charging structure by new Carparks Manager. Capital PAG bids revenue implications Net savings generated from 2020 Capital business cases.

Net Revenue Budget Requirement 13,380 13,415 13,754 14,287 Appendix D Medium Term Financial Strategy - 2020 to 2024

2020-21 2021-22 2022-23 2023-24 Funding £'000 £'000 £'000 £'000

Government Settlement (SFA) Revenue Support Grant 16 0 0 0 Final year of RSG 2020-21. Fair Funding Review was delayed by 12 months and will be implemented for 2021-22 Baseline Funding Level 2,991 3,642 3,741 3,843 onwards; will significantly change the level of funding received. Baseline Funding will be reset following a review of relative needs and resources; with current growth to date reset and incorporated within overall Baseline Funding Level. (Current £1.6m is made up of; £1.1m growth; £0.4m renewable energy schemes; £0.1m pooling gain). Business Rates Retention - Growth / (decline) 1,658 0 0 0 LG Futures forecasting model assumed for 2021-22 year onwards (albeit there will be transitional arrangements in place).

Other Funding: Rural Services Delivery Grant 310 327 333 340 Assuming RSDG continues into 2023/24

Potential changes to scheme in 2021-22; details still to be released by MHCLG. Government intend to consult on future of the housing incentive in Spring 2020 and move towards new; targeted approach that rewards Councils where ambitious in

Page 214 Page New Homes Bonus 1,837 815 435 0 delivering new homes and which aligned with other measures on planning performance. Current projections for 2021 & 2022 are legacy payments from 2018- 19 and 2019-20 only (no new scheme figures included). Note: 2020-21 in year one off allocation was £723k. Local: Council tax 6,511 6,684 6,857 7,030 £5 Band D increase for 2020-21; assuming £5 annual increase 2021-22 to 2023-24 Council tax - base 0 106 218 336

Collection fund surplus / (deficit) 57 60 60 60 Prior year CF surpluses (2018-19 £69k; 2019-20 £77k; 2020-21 £57k) Agenda Item 14 Total Funding 13,380 11,634 11,644 11,609 Appendix E

Budget Gap / (Surplus) 0 1,781 2,110 2,678 Agenda Item Appendix14 E Original Original Original Original Project Budget 2019/20 Budget 2020/21 Budget Appendix 2021/22 Budget F 2022/23 £ £ £ £

Chief Executive and Corporate Website Improvement 5,455 0 0 0 ICT Capital Investment 22/23 0 0 0 432,570 Office Technology Fund - End User Assets and IT Assets in Data Centre 183,313 290,250 197,770 0 ICT Improve Back-up and Recovery Capabilities 0 216,140 0 0 ICT Skype for Business 193,329 0 0 0 382,097 506,390 197,770 432,570

Corporate and Community Museum of Barnstaple - Long Bridge Wing 1,041,732 0 0 0 21:21 (Transformation Project) 43,226 0 0 0 Committee Administration System 28,397 0 0 0 Online Consultation Software System 0 14,700 0 0 S106 Contributions - Various projects 666,040 0 0 0 Tarka Tennis Artificial Grass Pitch 794,535 0 0 0 Leisure Provision at Seven Brethren 1,148,014 5,219,824 8,586,894 0 3,721,944 5,234,524 8,586,894 0

Environmental Health & Housing Affordable Housing delivery Grant 5,000 0 0 0 Affordable Housing Fund 0 90,000 0 0 S106 Affordable Housing - Higher Westaway, Newton Tracey 0 45,000 0 0 ECO Warm up Grants 250,000 0 0 0 Disabled Facilities Grant Programme 1,318,000 1,492,401 979,000 979,000 Boyton House 0 173,459 0 0 Provision of temporary accommodation 489,844 0 0 0 2,062,844 1,800,860 979,000 979,000

Operational Services Works Unit Vehicles 417,033 116,000 976,000 1,290,000 Rolling Road - for Workshop 31,790 0 0 0 HGV Ramps 25,000 0 0 0 Material Recovery Facility - Infrastructure 0 760,000 0 0 473,823 876,000 976,000 1,290,000

Place Land Release Fund - Seven Brethren 120,602 2,025,628 0 0 CCTV service 115,000 0 0 0 Replacement Planning ICT system 42,981 0 0 0 278,583 2,025,628 0 0

Resources Barnstaple Bus Station re-furbishment 2,118 53,807 0 0 Marine Drive Car Park Resurfacing - Ilfracombe 0 65,000 0 0 Ilfracombe Harbour - Kiosks 127,884 0 0 0 Jubilee Gardens reserved car park retaining wall 31,447 0 0 0 Resurfacing to various car parks 2,980 104,004 0 0 Retaining Wall - Watersmeet Car Park Lynton 22,000 0 0 0 Retaining Wall - Cross Street Car Park Lynton 9,500 0 0 0 Public Maintenance - Public House corner of Castle Street and 16 Castle Street 0 90,000 0 0 Refurbishment Lower Lyndale Public Toilets, Lynmouth 30,000 0 0 0 HR and Payroll System 98,500 0 0 0 Pannier Market Re-roofing works 19,000 481,000 0 0 Water Sports Centre Ilfracombe 28,656 1,344,815 0 0 Acquisition of Land off Frankmarsh, Barnstaple 335,900 0 0 0 Digital Transformation Asset and Financial Management System 0 40,000 0 0 707,985 2,178,626 0 0

Resources - Non Treasury Acquisition of Sub Lease Plot 1 Seven Brethren 500,000 0 0 0 Page500,000 215 0 0 0

8,127,276 12,622,028 10,739,664 2,701,570 This page is intentionally left blank Agenda Item 14a

NORTH DEVON COUNCIL

COUNCIL: 26TH FEBRUARY 2020

MINUTE EXTRACT OF THE POLICY DEVELOPMENT COMMITTEE HELD ON 13TH FEBRUARY 2020 IN RESPECT OF ITEM 14 (A) ON THE COUNCIL AGENDA

46 REVENUE BUDGET 2020/21, CAPITAL PROGRAMME AND MEDIUM TERM FINANCIAL STRATEGY 2020-2024

The Committee considered a report to the Strategy and Resources Committee on 3rd February 2020 by the Chief Financial Officer together with a minute extract (circulated previously) regarding Revenue Budget 2020/21, Capital Programme and Medium Term Financial Strategy 2020-2024.

The Head of Resources highlighted the following:

 Government settlement December 2019. The provisional 2020-21 settlement (included the Rural Services Delivery Grant) was £3.317m. In cash terms this was £48,000 more than 2019/20 (1.5% increase) in line with last year. The Fair Funding Review had been delayed by one year until April 2021. The New Homes Bonus in-year allocation had been allocated for 2020/21 only. There were no legacy payments on the 2020/21 allocation. The Government was intending to consult on the future of housing incentive in spring 2020 to move towards a new, targeted approach. The Rural Services Delivery Grant matched the 2019/20 level. Council Tax levels for District Councils could be increased by up to 2% or £5 whichever was higher. The referendum in relation to Council Tax levels for Town and Parish Councils had been deferred.  The reduction in Government funding for 2012/13 to 2020/21. Funding had reduced from £28.1bn to £18.5bn (34%) to 2019/20. There were potential significant changes to core funding from the Government from 2021/22 onwards and the Council needed to put plans in place to become more commercial and improve efficiencies across the whole Council.  Medium Term Financial Plan (2019-23) approved by Council in February 2019 was based on a number of financial assumptions about the future which included: funding from Central Government, retained Business Rates income and future Council Tax levels, cost pressures and saving plans, and contributions to and from reserves (e.g. vehicle replacement). The forecast budget gap as at this time last year from 2021/22 onwards was outlined.  New Homes Bonus changes introduced in 2017 and potential changes for 2021/22 year onwards.  New Homes Bonus provisional level of funding to 2020/21. The level of funding for 2019/20 was £1,445,670. The Medium Term Financial Plan assumed £1.446m, therefore there was an additional £391,000. It was recommended that £250,000 be placed into a reserve for transformation and delivery of the corporate plan. For 2021/22 the projected income was £814,531, therefore was a potential reduction of over £1m funding on the current level. For 2022/23 the projected income was £434,860, therefore was

Page 217 Agenda Item 14a

potential reduction of over £1.4m funding on the current level. There was uncertainty around future funding and design of the new scheme for 2021/22.  The 2020/21 Business Rate retention forecast income was £1.986m. The 2020/21 draft budget (above baseline funding) included £1.658m income. Reform of Local Government funding from 2021/22 onwards.  Local Government Finance funding reforms which included: Spending Review for the period 2021/22; a review of relative needs and resources; Business Rates retention pilots; Business Rates baseline reset; Fair Funding review; New Homes Bonus review; reforms to Local Government funding would change the level of resources available and impact on the revenue budget; indicative allocations would be announced in Autumn 2020.  Council Tax levels for 2019/20 Band D properties had been increased by £5.33 (equivalent to 2.99%). For 2020/21 Rural Councils could increase levels by up to 2% or £5 (whichever higher). By increasing the level by £5 for 2020/21 would increase NDC’s proportion of Council Tax for Band D properties from £183.35 to £188.35 (increase of 2.73%). Devon County Council could increase its proportion of Council Tax by up to 2% and an additional 2% for Adult Social care.  Strategic Grants (Appendix B) – it had been recommended that the level of strategic grants not be reduced. The Medium Term Financial Plan supported the principle of a planned reduction for 2020/21 of around 9%, however the Government finance settlement had been slightly better than forecast, therefore no reduction was recommended for 2020/21.  Draft Revenue Budget 2020/21 which included: cost pressures and savings; options to balance the budget and how it would be funded. Business rates retention and New Homes Bonus were both at risk of change for 2021/22 year onward.  Draft Revenue Budget 2020/21 (Appendix A) showed a balanced budget and assumed:

 2.73% (£5.00) increase in Council Tax (each 1% equated to circa £63,000).  Strategic Grants have not been reduced as originally planned.  Parish Grants removed following report and decision made by Strategy and Resources Committee on 4 November 2019 and replaced with new Climate and Environment Grants scheme for smaller Parish Councils outlined in January 2020.  Additional one-off core Government funding placed into a Transformation Reserve to deliver the Corporate Plan.

 Reserves (Appendix C). General fund balance forecast level at 31 March 2021 was £1.161m (8.7% of net budget). The recommended level was between 5-10%. Earmarked reserves forecast level at 31 March 2021 was £3.336m. In compliance with the Local Government Act 2003, the Chief Financial Officer assured the Committee of the robustness of the estimates and the adequacy of the proposed financial reserves.  Medium Term Financial Strategy 2020-24 was based on a number of financial assumption about the future which included: funding from Central Government; retained Business Rates income and future Council Tax levels;

Page 218 Agenda Item 14a

cost pressures and savings plans; and contributions to and from reserves (e.g. vehicle replacement). Paragraph 5.1.5.6 outlined the assumption on loss of core funding and New Homes Bonus. Paragraphs 5.1.5.8 and 5.1.5.11 in the report provided further detail on the budget gap and what was not included. Appendix D detailed the modelled financial projections.  Capital Programme for 2019/20 to 2022/23. Investment plans for 2019/20 to 2021/22 totalled £31.276m. 5 business cases for capital funding had been submitted. The cost to the Council was £1.936m. The Project Appraisal Group had scored all of the business cases as “high”. The Watersports Centre potential funding bid had not been included and would be presented to a future Committee. Business cases had been submitted for the following projects:

 Online consultation software system  ICT projects 22-23  Vehicle replacement  Boyton House re-furbishment  Disabled Facility Grants

 The projects would be funded by earmarked reserves (£0.553m) and the borrowing need would increase by £1.383m.  Future year borrowing costs had been included in the Medium Term Financial Plan. The borrowing costs would increase to £1.278m by 2023-24 (an increase of £0.578m). Borrowing costs increase would be offset by the Leisure Centre maintenance savings and new Leisure Centre contract revenue subsidy income (£0.496m). Without any further capital receipts in addition to the amount that had been forecast already, it was estimated that borrowing costs could increase to £1.480m in 2029-30 due to additional future year vehicle and ICT replacements.  Draft Capital Programme (Appendix E). The total Capital Programme 2019-20 to 2022-23 was £34.191m which would be recommended to Council for approval on 26 February 2020.  How the total Capital Programme 2019-20 to 2022-23 would be funded.  Projected underlying need to borrow in accordance with the 10 year Capital Strategy.  Risks identified that could affect financial plans.  Timeline – Council at its meeting on 15 January 2020 approved the Council Tax base; the budget and capital programme would be considered by the Committee on 3 February 2020 and Policy Development Committee on 13 February 2020; Council on 26 February 2020 to consider the approval of the budget and capital programme and setting of Council Tax.

In response to a number of questions, the Head of Resources advised the following:

 With regards to the potential for reducing New Homes Bonus payments for homes built on appeal, he advised that this related to planning appeals and that it was not currently included in the New Homes Bonus scheme.

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 In relation to whether the Council would receive a share of any renewable energy business rates following the potential for installation of solar panels in its car parks, he advised that it would be dependent on the individual value of the car park rates.  With regards to the government becoming aware of any potential income that the Council made, he advised that the government needed to be aware of the potential budget gap and risks that the Council was faced with.  In relation to the potential impact on District Councils from County Councils who were struggling to support social services, he advised that the government would redistribute the core grant money where the priority of need was greatest.  Regarding any potential risk to changes of local government re-organisation, he advised that devolved government had been in the background for quite a while. However, any work in that area had been delayed by the ongoing BREXIT situation. The government might now review the potential for the amalgamation of district Councils or closer working with its neighbouring organisations.  Any unspent Community Councillor Grant money would be put back into the general budget. If there was any residual balance at the end of the year it could be added to the Climate and Environmental Grants or a separate reserve budget.  The Car Parks Manager was in the early stages of reviewing the system for car park payments with a view to undertaking a complete review once all avenues had been explored. The charges would remain as they were at the present time.  Officers were currently in the process of developing a Commercialisation Strategy, which would be presented in April/May 2020. The Council had already purchased eight properties for temporary accommodation and would continue to develop their property portfolio together with projects such as tree planting and other environmental initiatives as opportunities arose.

RESOLVED, that the decisions and recommendations of the Strategy and Resources Committee be endorsed.

The Committee expressed their appreciation to the Head of Resources and his team for their continued hard work in preparing the budget.

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NORTH DEVON COUNCIL

COUNCIL: 26TH FEBRUARY 2020

REVENUE BUDGET 2020/21, CAPITAL PROGRAMME AND MEDIUM TERM FINANCIAL STRATEGY 2020-2024

RECOMMENDATIONS OF THE STRATEGY AND RESOURCES COMMITTEE HELD ON 3RD FEBRUARY 2020

95. REVENUE BUDGET 2020/21, CAPITAL PROGRAMME AND MEDIUM TERM FINANCIAL STRATEGY 2020-2024

RESOLVED:

(a) That the latest forecast for Budget 2019-20 and the proposed contributions to earmarked reserves be noted;

(b) That the Chief Financial Officer’s assurance on the adequacy of the reserves and the robustness of the budget in paragraph 5.1.4.5 of the report be noted;

(c) That the Chief Financial Officer’s highlighted areas of risk identified within the budget process set out in paragraphs 5.1.4.6 and 5.3 of the report be noted;

(d) That the latest Medium Term Financial forecast for 2020-2024 as shown in paragraph 5.1.5 of the report be noted;

(e) That subject to approval of (i) below, that funds are released for the capital schemes listed in paragraph 5.2.2 of the report;

RECOMMENDED:

(f) That there be an increase of 2.73% in the level of Council Tax charged by North Devon Council for 2020-21 (in accordance with the revised referendum limit ability of £5.00 per Band D property) with a Band D Council Tax level of £188.35;

(g) That the actions identified in sections 5.1.2 to 5.1.4 of the report, which were required to ensure a balanced budget was achieved and therefore recommend to Council the approval of 2020-21 General Revenue Account Budget;

(h) That the Medium Term Financial Strategy 2020-2024, in paragraph 5.1.5 of the report, as part of the Policy Framework be adopted;

(i) That the Capital Programme 2019-20 to 2022-23 as highlighted in paragraph 5.2 of the report be approved.

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Open NORTH DEVON COUNCIL

REPORT TO: STRATEGY AND RESOURCES DATE: 3rd FEBRUARY 2020 TOPIC: TREASURY MANAGEMENT STRATEGY STATEMENT 2020/21

REPORT BY: CHIEF FINANCIAL OFFICER

1. INTRODUCTION This report sets out the Council’s strategy for Treasury Management, Minimum Revenue Provision (MRP) and Investments for the forthcoming financial year.

2. RECOMMENDATIONS

The Committee is asked to recommend to full Council that: 2.1 The Treasury Management Strategy Statement, Minimum Revenue Provision Policy Statement and Annual Investment Statement 2020/2021, including the Treasury Management and Prudential Indicators for 2020/21 to 2022/23, be approved.

3. REASONS FOR RECOMMENDATIONS

3.1 The Local Authorities (Capital Finance and Accounting) (England) Regulations 2003 (SI 2003/3146) requires the Council to have regard to the Treasury Management Code.

3.2 Under section 3(5) of the Local Government Act 2003 the Council is required to have regard to the Prudential Code when setting limits to the level of its affordable borrowing.

3.3 This Council is also required under the Code to give prior scrutiny of the treasury management reports by the Policy Development Committee before they are reported to the full Council.

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4. TREASURY MANAGEMENT

4.1 Background Part of the treasury management operation is to ensure that cash flow is adequately planned, with cash being available when it is needed. Surplus monies are invested in low risk counterparties or instruments commensurate with the Council’s low risk appetite, providing adequate liquidity initially before considering investment return. The second main function of the treasury management service is the funding of the Council’s capital plans. These capital plans provide a guide to the borrowing need of the Council, essentially the longer term cash flow planning, to ensure that the Council can meet its capital spending obligations. This management of longer term cash may involve arranging long or short term loans, or using longer term cash flow surpluses. On occasion, when it is prudent and economic, any debt previously drawn may be restructured to meet Council risk or cost objectives. The contribution the treasury management function makes to the authority is critical, as the balance of debt and investment operations ensure liquidity or the ability to meet spending commitments as they fall due, either on day-to-day revenue or for larger capital projects. The treasury operations will see a balance of the interest costs of debt and the investment income arising from cash deposits affecting the available budget. Since cash balances generally result from reserves and balances, it is paramount to ensure adequate security of the sums invested, as a loss of principal will in effect result in a loss to the General Fund Balance.

CIPFA defines treasury management as:

“The management of the local authority’s borrowing, investments and cash flows, its banking, money market and capital market transactions; the effective control of the risks associated with those activities; and the pursuit of optimum performance consistent with those risks.”

This authority has not engaged in any material commercial investments or non- treasury investments.

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4.2. Reporting Requirements

The Council will receive and approve three main reports each year, which incorporate a variety of polices, estimates and actuals.

a) Prudential and treasury indicators and treasury strategy (this report) - The first, and most important report is forward looking and covers:

 the capital plans (including prudential indicators);

 a minimum revenue provision (MRP) policy (how residual capital expenditure is charged to revenue over time);

 the treasury management strategy (how the investments and borrowings are to be organised) including treasury indicators; and

 an investment strategy (the parameters on how investments are to be managed).

b) A mid-year treasury management report – This is primarily a progress report and will update members on the capital position, amending prudential indicators as necessary, and whether any policies require revision.

c) An annual treasury report – This is a backward looking review document and provides details of a selection of actual prudential and treasury indicators and actual treasury operations compared to the estimates within the strategy.

These reports are required to be adequately scrutinised before being recommended to the Council. This role is undertaken by the Policy Development Committee.

4.3 Treasury Management Strategy for 2020/21 The strategy for 2020/21 covers two main areas:

Capital Issues

 the capital expenditure plans and the associated prudential indicators;

 the minimum revenue provision (MRP) policy.

Treasury management Issues

 the current treasury position;

 treasury indicators which will limit the treasury risk and activities of the Council;

 prospects for interest rates;

 the borrowing strategy;

 policy on borrowing in advance of need;

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 debt rescheduling;

 the investment strategy;

 creditworthiness policy; and

 the policy on use of external service providers.

These elements cover the requirements of the Local Government Act 2003, the CIPFA Prudential Code, the MHCLG MRP Guidance, the CIPFA Treasury Management Code and the MHCLG Investment Guidance.

4.4 Training The CIPFA Code requires the Chief Finance Officer to ensure that members with responsibility for treasury management receive adequate training in treasury management. This especially applies to members responsible for scrutiny. The training needs of treasury management officers are periodically reviewed.

4.5 Treasury Management Consultants The Council uses Link Asset Services, Treasury Solutions as its external treasury management advisors. The Council recognises that responsibility for treasury management decisions remains with the organisation at all times and will ensure that undue reliance is not placed upon our external service providers. All decisions will be undertaken with regards to all the available information, including, but solely, our treasury advisors. It also recognises that there is value in employing external providers of treasury management services in order to acquire access to specialist skills and resources. The Council will ensure that the terms of their appointment and the methods by which their value will be assessed are properly agreed and documented, and subjected to regular review.

5 THE CAPITAL PRUDENTIAL INDICATORS 2020/21 – 2022/23

The Council’s capital expenditure plans are the key driver of treasury management activity. The output of the capital expenditure plans is reflected in prudential indicators, which are designed to assist members’ overview and confirm capital expenditure plans.

5.1 Capital Expenditure. This prudential Indicator is a summary of the Council’s capital expenditure plans, both those agreed previously, and those forming part of this budget cycle. Members are asked to approve the capital expenditure forecasts:

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Capital 2018/19 2019/20 2020/21 2021/22 2022/23 Expenditure Actual Estimate Estimate Estimate Estimate £000

Chief Executive & 82 382 506 198 433 Corporate

Corporate & 1,251 3,722 5,234 8,587 0 Community

Environmental 1,722 2,063 1,801 979 979 Health & Housing

Operational Services 911 474 876 976 1,290

Place 77 278 2,026 0 0

Resources 255 1,208 2,179 0 150

Total 4,298 8,127 12,622 10,740 2,852

The table below summarises the above capital expenditure plans and how these plans are being financed by capital or revenue resources. Any shortfall of resources results in a funding borrowing need. Financing of 2018/19 2019/20 2020/21 2021/22 2022/23 Capital Expenditure Actual Estimate Estimate Estimate Estimate

£000

Capital Expenditure 4,298 8,127 12,622 10,740 2,852

Financed by:

Capital receipts 494 200 600 150 150

Capital grants 2,538 5,350 7,285 1,984 979

Capital reserves 1,060 913 1,207 643 365

Net financing need 206 1,664 3,530 7,963 1,358 for the year

5.2 The Council’s Borrowing Need (the Capital Financing Requirement)

The second prudential indicator is the Council’s Capital Financing Requirement (CFR). The CFR is simply the total historic outstanding capital expenditure which has not yet been paid for from either revenue or capital resources. It is essentially a measure of the Council’s indebtedness and so it’s underlying borrowing need. Any capital expenditure in the table above, which has not

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immediately been paid for through a revenue or capital resource, will increase the CFR.

The CFR does not increase indefinitely, as the minimum revenue provision (MRP) is a statutory annual revenue charge which broadly reduces the indebtedness in line with each assets life, and so charges the economic consumption of capital assets as they are used.

The Council is asked to approve the CFR projections below: £000 2018/19 2019/20 2020/21 2021/22 2022/23

Actual Estimate Estimate Estimate Estimate

Capital Financing Requirement

Total CFR 4,711 5,866 8,770 16,120 16,569

Movement in CFR (298) 1,155 2,904 7,350 449

Net financing need 206 1,664 3,530 7,963 1,358 for the year above

Less MRP/VRP (504) (509) (626) (613) (909) and other financing movements

Movement in CFR (298) 1,155 2,904 7,350 449

5.3 Core funds and expected investment balances

The application of resources (capital receipts, reserves etc.) to either finance capital expenditure or other budget decisions to support the revenue budget will have an ongoing impact on investments unless resources are supplemented each year from new sources (asset sales etc.). Detailed below are estimates of the year-end balances for each resource and anticipated day to day cash flow balances.

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Year End 2018/19 2019/20 2020/21 2021/22 2022/23 Resources Actual Estimate Estimate Estimate Estimate £000

Fund balances / 8,754 9,101 4,683 3,900 3,600 reserves

Provisions 990 600 550 500 500

Vehicle replacement 26 170 304 0 0 fund

Total core funds 9,770 9,871 5,537 4,400 4,100

Working capital* 3,540 3,500 1,000 750 500

Total cash to invest 13,310 13,371 6,537 5,150 4,600

(Under)/over (3,461) (4,616) (3,270) (3,120) (2,069) borrowing

Expected external 9,849 8,755 3,267 2,030 2,531 investments

*Working capital balances shown are estimated year end

5.4 Affordability Prudential Indicator This prudential indicator is required to assess the affordability of the capital investment plans. These provide an indication of the impact of the capital investment plans on the Council’s overall finances. The Council is asked to approve the following indicator: Ratio of financing costs to net revenue stream. This indicator identifies the trend in the cost of capital (borrowing and other long term obligation costs net of investment income) against the net revenue stream.

% 2018/19 2019/20 2020/21 2021/22 2022/23 Actual Estimate Estimate Estimate Estimate

General Fund 2.87 3.87 4.78 6.87 10.52

The estimates of financing costs include current commitments and the proposals in this budget report.

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5.5 Minimum revenue provision (MRP) policy statement

The Council is required to pay off an element of the accumulated General Fund capital spend each year (the CFR) through a revenue charge (the minimum revenue provision - MRP), although it is also allowed to undertake additional voluntary payments if required (voluntary revenue provision - VRP).

MHCLG regulations have been issued which require the full Council to approve an MRP Statement in advance of each year. A variety of options are provided to councils, so long as there is a prudent provision. The Council is recommended to approve the following MRP Statement:

From 1 April 2008 for all unsupported borrowing (including PFI and finance leases) the MRP policy will be: Asset Life Method – MRP will be based on the estimated life of the assets, in accordance with the regulations (this option must be applied for any expenditure capitalised under a Capitalisation Direction).

This option provides for a reduction in the borrowing need over approximately the asset’s life. MRP will always start in the financial year after the asset becomes operational.

Leisure centre – An element of the funding for this project is future S106 income. When this income is received it will be used to reduce the Capital Financing Requirement, therefore no MRP will be required. Should any of this funding not be forthcoming then an MRP adjustment will be required at that time. Where affordable the Council will make additional voluntary revenue provisions to help pay off the debt early.

MRP Overpayments

A change introduced by the revised MHCLG MRP Guidance was the allowance that any charges made over the statutory minimum revenue provision (MRP), voluntary revenue provision or overpayments, can, if needed, be reclaimed in later years if deemed necessary or prudent. In order for these sums to be reclaimed for use in the budget, this policy must disclose the cumulative overpayment made each year. Up until the 31 March 2020 the Council had made no voluntary revenue provision (VRP) overpayments.

6 BORROWING The capital expenditure plans set out in Section 5 provide details of the service activity of the Council. The treasury management function ensures that the Council’s cash is organised in accordance with the the relevant professional codes, so that sufficient cash is available to meet this service activity and the Council’s capital strategy. This will involve both the organisation of the cash flow and, where capital plans require, the organisation of approporiate borrowing facilities. The strategy covers the relevant treasury / prudential indicators, the current and projected debt positions and the annual investment strategy.

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6.1 Current Portfolio Position

The overall treasury management cash portfolio as at 31 March 2019 and for the position as at 31st December 2019 are shown below for both borrowing and investments.

Treasury Portfolio 31/03/19 31/12/19

£000 Actual Actual

Investment with banks 8,560 23,380

Total investments managed in- 8,560 23,380 house

Borrowing with PWLB 1,250 1,250

Total external borrowing 1,250 1,250

Net treasury investments / 7,310 22,130 (borrowing)

The Council’s forward projections for borrowing are summarised below. The table shows the actual external debt, against the underlying capital borrowing need (the Capital Financing Requirement - CFR), highlighting any over or under borrowing.

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£000 2018/19 2019/20 2020/21 2021/22 2022/23

Actual Estimate Estimate Estimate Estimate

External Debt

Debt at 1 April 2,000 1,250 1,250 5,500 13,000

Expected change (750) 0 4,250 7,500 1,500 in Debt Other long-term 0 0 0 0 0 liabilities (OLTL)

Expected change 0 0 0 0 0 in OLTL

Actual gross 1,250 1,250 5,500 13,000 14,500 debt at 31 March

The Capital 4,711 5,866 8,770 16,120 16,569 Financing Requirement

(Under) / over (3,461) (4,616) (3,270) (3,120) (2,069) borrowing

Within the range of prudential indicators there are a number of key indicators to ensure that the Council operates its activities within well defined limits. One of these is that the Council needs to ensure that its gross debt does not, except in the short term, exceed the total of the CFR in the preceding year plus the estimates of any additional CFR for 2020/21 and the following two financial years. This allows some flexibility for limited early borrowing for future years, but ensures that borrowing is not undertaken for revenue or speculative purposes.

The Chief Financial Officer reports that the Council complied with this prudential indicator in the current year and does not envisage difficulties for the future. This view takes into account current commitments, existing plans, and the proposals in this budget report.

6.2 Treasury Indicators: limits to borrowing activity The operational boundary. This is the limit beyond which external debt is not normally expected to exceed. In most cases, this would be a similar figure to the CFR, but may be lower or higher depending on the levels of actual debt and the ability to fund under-borrowing by other cash resources.

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Operational boundary 2019/20 2020/21 2021/22 2022/23 £000 Estimate Estimate Estimate Estimate

Debt 5,000 8,000 16,000 16,000 Other long term liabilities 250 250 250 250 Total 5,250 8,250 16,250 16,250

The authorised limit for external debt. This is a key prudential indicator and represents a control on the maximum level of borrowing. This represents a legal limit beyond which external debt is prohibited, and this limit needs to be set or revised by the full Council. It reflects the level of external debt which, while not desired, could be afforded in the short term, but is not sustainable in the longer term. 1. This is the statutory limit determined under section 3 (1) of the Local Government Act 2003. The Government retains an option to control either the total of all councils’ plans, or those of a specific council, although this power has not yet been exercised. 2. The Council is asked to approve the following authorised limit:

2019/20 2020/21 2021/22 2022/23 Authorised limit £000 Estimate Estimate Estimate Estimate

Debt 22,000 22,000 22,000 22,000 Other long term liabilities 500 500 500 500 Total 22,500 22,500 22,500 22,500

6.3 Prospects for Interest Rates

The Council has appointed Link Asset Services as its treasury advisor and part of their service is to assist the Council to formulate a view on interest rates. The following table gives their central view. For further economic information please see Appendix C.

Link Asset Services Interest Rate View Dec-19 Mar-20 Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 Sep-21 Dec-21 Mar-22 Jun-22 Sep-22 Dec-22 Mar-23 Bank Rate View 0.75 0.75 0.75 0.75 0.75 1.00 1.00 1.00 1.00 1.00 1.25 1.25 1.25 1.25 3 Month LIBID 0.70 0.70 0.70 0.80 0.90 1.00 1.00 1.00 1.10 1.20 1.30 1.30 1.30 1.30 6 Month LIBID 0.80 0.80 0.80 0.90 1.00 1.10 1.10 1.20 1.30 1.40 1.50 1.50 1.50 1.50 12 Month LIBID 1.00 1.00 1.00 1.10 1.20 1.30 1.30 1.40 1.50 1.60 1.70 1.70 1.70 1.70 5yr PWLB Rate 2.30 2.40 2.40 2.50 2.50 2.60 2.70 2.80 2.90 2.90 3.00 3.10 3.20 3.20 10yr PWLB Rate 2.60 2.70 2.70 2.70 2.80 2.90 3.00 3.10 3.20 3.20 3.30 3.30 3.40 3.50 25yr PWLB Rate 3.20 3.30 3.40 3.40 3.50 3.60 3.70 3.70 3.80 3.90 4.00 4.00 4.10 4.10 50yr PWLB Rate 3.10 3.20 3.30 3.30 3.40 3.50 3.60 3.60 3.70 3.80 3.90 3.90 4.00 4.00

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The above forecasts have been based on an assumption that there is an agreed deal on Brexit, including agreement on the terms of trade between the UK and EU, at some point in time. The result of the general election has removed much uncertainty around this major assumption. However, it does not remove uncertainty around whether agreement can be reached with the EU on a trade deal within the short time to December 2020, as the prime minister has pledged.

It has been little surprise that the Monetary Policy Committee (MPC) has left Bank Rate unchanged at 0.75% so far in 2019 due to the ongoing uncertainty over Brexit and the outcome of the general election. In its meeting on 7 November, the MPC became more dovish due to increased concerns over the outlook for the domestic economy if Brexit uncertainties were to become more entrenched, and for weak global economic growth: if those uncertainties were to materialise, then the MPC were likely to cut Bank Rate. However, if they were both to dissipate, then rates would need to rise at a “gradual pace and to a limited extent”. Brexit uncertainty has had a dampening effect on UK GDP growth in 2019, especially around mid-year. There is still some residual risk that the MPC could cut Bank Rate as the UK economy is still likely to only grow weakly in 2020 due to continuing uncertainty over whether there could effectively be a no deal Brexit in December 2020 if agreement on a trade deal is not reached with the EU. Until that major uncertainty is removed, or the period for agreeing a deal is extended, it is unlikely that the MPC would raise Bank Rate.

Bond yields / PWLB rates. There has been much speculation during 2019 that the bond market has gone into a bubble, as evidenced by high bond prices and remarkably low yields. However, given the context that there have been heightened expectations that the US was heading for a recession in 2020, and a general background of a downturn in world economic growth, together with inflation generally at low levels in most countries and expected to remain subdued, conditions are ripe for low bond yields. While inflation targeting by the major central banks has been successful over the last thirty years in lowering inflation expectations, the real equilibrium rate for central rates has fallen considerably due to the high level of borrowing by consumers: this means that central banks do not need to raise rates as much now to have a major impact on consumer spending, inflation, etc. This has pulled down the overall level of interest rates and bond yields in financial markets over the last thirty years. We have therefore seen over the last year, many bond yields up to ten years in the Eurozone actually turn negative. In addition, there has, at times, been an inversion of bond yields in the US whereby ten-year yields have fallen below shorter-term yields. In the past, this has been a precursor of a recession. The other side of this coin is that bond prices are elevated, as investors would be expected to be moving out of riskier assets i.e. shares, in anticipation of a downturn in corporate earnings and so selling out of equities. However, stock markets are also currently at high levels as some investors have focused on

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chasing returns in the context of dismal ultra-low interest rates on cash deposits.

During the first half of 2019-20 to 30 September, gilt yields plunged and caused a near halving of longer term PWLB rates to completely unprecedented historic low levels. (See paragraph 6.9 for comments on the increase in the PWLB rates margin over gilt yields of 100bps introduced on 9.10.19.) There is though, an expectation that financial markets have gone too far in their fears about the degree of the downturn in US and world growth. If, as expected, the US only suffers a mild downturn in growth, bond markets in the US are likely to sell off and that would be expected to put upward pressure on bond yields, not only in the US, but also in the UK due to a correlation between US treasuries and UK gilts; at various times this correlation has been strong but at other times weak. However, forecasting the timing of this, and how strong the correlation is likely to be, is very difficult to forecast with any degree of confidence. Changes in UK Bank Rate will also impact on gilt yields.

One potential danger that may be lurking in investor minds is that Japan has become mired in a twenty-year bog of failing to get economic growth and inflation up off the floor, despite a combination of massive monetary and fiscal stimulus by both the central bank and government. Investors could be fretting that this condition might become contagious to other western economies.

Another danger is that unconventional monetary policy post 2008, (ultra-low interest rates plus quantitative easing), may end up doing more harm than good through prolonged use. Low interest rates have encouraged a debt-fuelled boom that now makes it harder for central banks to raise interest rates. Negative interest rates could damage the profitability of commercial banks and so impair their ability to lend and / or push them into riskier lending. Banks could also end up holding large amounts of their government’s bonds and so create a potential doom loop. (A doom loop would occur where the credit rating of the debt of a nation was downgraded which would cause bond prices to fall, causing losses on debt portfolios held by banks and insurers, so reducing their capital and forcing them to sell bonds – which, in turn, would cause further falls in their prices etc.). In addition, the financial viability of pension funds could be damaged by low yields on holdings of bonds.

The overall longer run future trend is for gilt yields, and consequently PWLB rates, to rise, albeit gently. From time to time, gilt yields, and therefore PWLB rates, can be subject to exceptional levels of volatility due to geo-political, sovereign debt crisis, emerging market developments and sharp changes in investor sentiment. Such volatility could occur at any time during the forecast period.

In addition, PWLB rates are subject to ad hoc decisions by H.M. Treasury to change the margin over gilt yields charged in PWLB rates: such changes could

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be up or down. It is not clear that if gilt yields were to rise back up again by over 100bps within the next year or so, whether H M Treasury would remove the extra 100 bps margin implemented on 9.10.19.

Economic and interest rate forecasting remains difficult with so many influences weighing on UK gilt yields and PWLB rates. The above forecasts, (and MPC decisions), will be liable to further amendment depending on how economic data and developments in financial markets transpire over the next year. Geopolitical developments, especially in the EU, could also have a major impact. Forecasts for average investment earnings beyond the three-year time horizon will be heavily dependent on economic and political developments.

Investment and borrowing rates

 Investment returns are likely to remain low during 2020/21 with little increase in the following two years. However, if major progress was made with an agreed Brexit, then there is upside potential for earnings.

 Borrowing interest rates were on a major falling trend during the first half of 2019-20 but then jumped up by 100 bps on 9.10.19. The policy of avoiding new borrowing by running down spare cash balances has served local authorities well over the last few years. However, the unexpected increase of 100 bps in PWLB rates requires a major rethink of local authority treasury management strategy and risk management. Now that the gap between longer term borrowing rates and investment rates has materially widened, and in the long term Bank Rate is not expected to rise above 2.5%, in light of this change the authority will need to review the borrowing strategy for the Leisure Centre and consider keeping longer term borrowing to a minimum for the next three years, or until such time as the extra 100 bps margin is removed.

 While this authority may not be able to avoid borrowing to finance new capital expenditure and to replace maturing debt there will be a cost of carry (the difference between higher borrowing costs and lower investment returns), to any new short or medium-term borrowing that causes a temporary increase in cash balances as this position will, most likely, incur a revenue cost.

6.4 Borrowing Strategy

The Council is currently maintaining an under-borrowed position. This means that the capital borrowing need (the Capital Financing Requirement), has not been fully funded with loan debt as cash supporting the Council’s reserves, balances and cash flow has been used as a temporary measure. This strategy is prudent as investment returns are low and counterparty risk is still an issue that needs to be considered.

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Against this background and the risks within the economic forecast, caution will be adopted with the 2020/21 treasury operations. The Chief Financial Officer will monitor interest rates in financial markets and adopt a pragmatic approach to changing circumstances:

 if it was felt that there was a significant risk of a sharp FALL in borrowing rates (e.g. due to a marked increase of risks around relapse into recession or of risks of deflation), then borrowing will be postponed.

 if it was felt that there was a significant risk of a much sharper RISE in borrowing rates than that currently forecast, perhaps arising from an acceleration in the rate of increase in central rates in the USA and UK, an increase in world economic activity or a sudden increase in inflation risks, then the portfolio position will be re-appraised. Most likely, fixed rate funding will be drawn whilst interest rates are lower than they are projected to be in the next few years. Any decisions will be reported to the Leader and Lead Member for Resources and Commercialisation. It is anticipated that additional external borrowing of £4.25m will be required during 2020/21 to support the approved capital programme taking total projected external borrowing to £5.5m by March 2021. This still prudently assumes using £3.3m of internal borrowing from reserves and cash balances to fund the £8.8m Capital Financing Requirement. The strategy projects further external borrowing of £7.5m in 2021/22 and £1.5m in 2022/23 taking total borrowing to £14.5m by March 2023. This increased borrowing reflects the large capital schemes in the approved capital programme such as the new Leisure Centre. Any further substantial increases to capital expenditure and/or decreases in the reserve balances within the forthcoming years may result in the need for additional external borrowing to ensure the Council holds sufficient cash balances to meet its day to day commitments. The graph below sets out the current borrowing strategy for the next ten years. For further details please refer to the Council’s ten year capital strategy on this agenda.

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In accordance with the Council’s accounting policy, the borrowing interest incurred during the construction of the leisure centre will be capitalised, thereby increasing the CFR and allowing this cost to be covered by external borrowing.

6.5 Maturity structure of borrowing These gross limits are set to reduce the Council’s exposure to large fixed rate sums falling due for refinancing, and are required for upper and lower limits. The Council is asked to approve the following treasury indicators and limits:

Maturity Structure of fixed interest rate borrowing 2020/21

Lower Upper

Under 12 months 0% 60%

12 months to 2 years 0% 60%

2 years to 5 years 0% 100%

5 years to 10 years 0% 100%

10 years and above 0% 90%

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Maturity Structure of variable interest rate borrowing 2020/21

Lower Upper

Under 12 months 0% 60%

12 months to 2 years 0% 60%

2 years to 5 years 0% 100%

5 years to 10 years 0% 100%

10 years and above 0% 90%

6.6 Control of interest rate exposures The Council is asked to approve the following local indicator to reduce the impact of any adverse movement in interest rates, whilst not impairing opportunities to reduce costs / improve performance.

Interest rate Exposures 2020/21 2021/22 2022/23

£000 £000 £000

Limit on fixed interest rates: 100% 100% 100%  Debt only 100% 100% 100%  Investments only

Limit on variable interest rates: 30% 30% 30%  Debt only 100% 100% 100%  Investments only

Paragraphs 6.3, 6.4, 6.5 and 7.4 provide further details on the controls in place to limit and manage interest rate exposure in line with financial requirements, borrowing maturities and interest rate forecasts.

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6.7 Policy on borrowing in advance of need The Council will not borrow more than or in advance of its needs purely in order to profit from the investment of the extra sums borrowed. Any decision to borrow in advance will be within forward approved Capital Financing Requirement estimates, and will be considered carefully to ensure that value for money can be demonstrated and that the Council can ensure the security of such funds.

Risks associated with any borrowing in advance activity will be subject to prior appraisal and subsequent reporting through the mid year or annual reporting mechanism.

6.8 Debt rescheduling

Rescheduling of current borrowing in our debt portfolio is unlikely to occur as the 100 bps increase in PWLB rates only applied to new borrowing rates and not to premature debt repayment rates.

If rescheduling was done, it will be reported to the Leader and Lead Member for Resources and Commercialisation.

6.9 New financial institutions as a source of borrowing Following the decision by the PWLB on 9 October 2019 to increase their margin over gilt yields by 100 bps to 180 basis points on loans lent to local authorities, consideration will also need to be given to sourcing funding at cheaper rates from the following:

 Local authorities (primarily shorter dated maturities)  Financial institutions (primarily insurance companies and pension funds but also some banks, out of spot or forward dates)  Municipal Bonds Agency (no issuance at present but there is potential) The degree which any of these options proves cheaper than PWLB Certainty Rate is still evolving at the time of writing but our advisors will keep us informed. Given the relative scale of our external borrowing it is likely that the PWLB will remain the Council’s best option as a source of borrowing, despite this rate increase.

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6.10 Approved Sources of Long and Short term Borrowing Following the decision made by the PWLB on 9th October 2019, Members are asked to review and approve the following list of sources and types of funding: On Balance Sheet Fixed Variable

PWLB   Municipal bond agency   Local authorities   Banks   Pension funds   Insurance companies  

Market (long-term)   Market (temporary)   Market (LOBOs)   Stock issues  

Local temporary   Local Bonds  Local authority bills   Overdraft  Negotiable Bonds  

Internal (capital receipts & revenue balances)   Commercial Paper  Medium Term Notes  Finance leases  

7 ANNUAL INVESTMENT STRATEGY

7.1 Investment Policy – management of risk

The Council’s investment policy has regard to the following: -  MHCLG’s Guidance on Local Government Investments (“the Guidance”)  CIPFA Treasury Management in Public Services Code of Practice and Cross Sectoral Guidance Notes 2017 (“the Code”)  CIPFA Treasury Management Guidance Notes 2018 The Council’s investment priorities will be security first, portfolio liquidity second and then yield, (return).

The above guidance from the MHCLG and CIPFA place a high priority on the management of risk. This authority has adopted a prudent approach to managing risk and defines its risk appetite by the following means: -

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1. Minimum acceptable credit criteria are applied in order to generate a list of highly creditworthy counterparties. This also enables diversification and thus avoidance of concentration risk. The key ratings used to monitor counterparties are the short term and long-term ratings.

2. Other information: ratings will not be the sole determinant of the quality of an institution; it is important to continually assess and monitor the financial sector on both a micro and macro basis and in relation to the economic and political environments in which institutions operate. The assessment will also take account of information that reflects the opinion of the markets. To achieve this consideration the Council will engage with its advisors to maintain a monitor on market pricing such as “credit default swaps” and overlay that information on top of the credit ratings.

3. Other information sources used will include the financial press, share price and other such information pertaining to the financial sector in order to establish the most robust scrutiny process on the suitability of potential investment counterparties.

4. This authority has defined the list of types of investment instruments that the treasury management team are authorised to use. Appendix A list the instruments under the categories of ‘specified’ and ‘non-specified’ investments.

 Specified investments are those with a high level of credit quality and subject to a maturity limit of one year.  Non-specified investments are those with less high credit quality, may be for periods in excess of one year, and/or are more complex instruments which require greater consideration by members and officers before being authorised for use.

5. Lending limits, (amounts and maturity), for each counterparty will be set through applying the matrix table in paragraph 7.2.

6. Transaction limits are set for each type of investment in Appendix A.

7. This authority will set a limit for the amount of its investments which are invested for longer than 365 days, (see paragraph 7.4).

8. Investments will only be placed with counterparties from countries with a specified minimum sovereign rating, (see paragraph 7.3).

9. This authority has engaged external consultants, (see paragraph 4.5), to provide expert advice on how to optimise an appropriate balance of security, liquidity and yield, given the risk appetite of this authority in the context of the expected level of cash balances and need for liquidity throughout the year.

10. All investments will be denominated in sterling.

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11. As a result of the change in accounting standards for 2019/20 under IFRS 9, this authority will consider the implications of investment instruments which could result in an adverse movement in the value of the amount invested and resultant charges at the end of the year to the General Fund.

However, this authority will also pursue value for money in treasury management and will monitor the yield from investment income against appropriate benchmarks for investment performance, (see paragraph 7.4). Regular monitoring of investment performance will be carried out during the year.

Changes in risk management policy from last year. The above criteria is largely unchanged from last year.

7.2 Creditworthiness policy

This Council applies the creditworthiness service provided by Link Asset Services. This service employs a sophisticated modelling approach utlilising credit ratings from the three main credit rating agencies - Fitch, Moodys and Standard & Poor’s. The credit ratings of counterparties are supplemented with the following overlays:

 Credit watches and credit outlooks from credit rating agencies;

 CDS spreads to give early warning of likely changes in credit ratings;

 sovereign ratings to select counterparties from only the most creditworthy countries.

This modelling approach combines credit ratings, credit watches and credit outlooks in a weighted scoring system which is then combined with an overlay of CDS spreads. The end product is a series of colour coded bands which indicate the relative creditworthiness of counterparties. These colour codes are used by the Council to determine the suggested duration for investments. The Council will therefore use counterparties within the following durational bands:

 Dark pink 5 years for Ultra-Short Dated Bond Fund with a credit score of 1.25

 Light pink 5 years for Ultra-Short Dated Bond Fund with a credit score of 1.5

 Yellow 5 years (UK Government debt)

 Purple 2 years

 Blue 1 year (only applies to nationalised or semi- nationalised UK Banks)

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 Orange 1 year

 Red 6 months

 Green 100 days

 No Colour not to be used

The Link Asset Services’ creditworthiness service uses a wider array of information other than just primary ratings. Furthermore, by using a risk weighted scoring system, it does not give undue preponderance to just one agency’s ratings.

Typically the minimum credit ratings criteria the Council use will be a short term rating (Fitch or equivalents) of F1 and a long term rating A-. There may be occasions when the counterparty ratings from one rating agency are marginally lower than these ratings but may still be used. In these instances consideration will be given to the whole range of ratings available, or other topical market information, to support their use.

All credit ratings will be monitored weekly. The Council is alerted to changes to ratings of all three agencies through its use of the Link Asset Services’creditworthiness service.

 if a downgrade results in the counterparty / investment scheme no longer meeting the Council’s minimum criteria, its further use as a new investment will be withdrawn immediately.

 in addition to the use of credit ratings the Council will be advised of information in movements in Credit Default Swap spreads against the iTraxx Eurpoean Financials benchmark and other market data on a daily basis via its Passport website, provided exclusively to it by Link Asset Services. Extreme market movements may result in downgrade of an institution or removal from the Council’s lending list.

Sole reliance will not be placed on the use of this external service. In addition this Council will also use market data and market information, information on any external support for banks to help support its decision making process.

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Colour (and long Money Time term rating where Limit Limit applicable)

Banks yellow £1m 5 yrs

Banks purple £1m 2 yrs

Banks orange £3m 1 yr

Banks – part nationalised blue £4m 1 yr

Banks red £3m 6 mths

Banks green £3m 100 days

Banks No colour Not to be used

Other institutions limit - £2m 1yr

DMADF UK sovereign Unlimited 6 months rating

Local authorities n/a £2m 1yr

Fund rating Money Time Limit Limit

Money market funds AAA £3m liquid

Ultra-Short Dated Bond Fund Dark pink / AAA £1m liquid with a credit score of 1.25

Ultra-Short Dated Bond Fund Light pink / AAA £1m liquid with a credit score of 1.5

No limit will be set on placing funds with the Council’s own bank due to the volatility / fluctuations in day to day cash flows. Group limits where a number of institutions are under one ownership is a maximum of £5m

UK banks – ring fencing The largest UK banks, (those with more than £25bn of retail / Small and Medium-sized Enterprise (SME) deposits), are required, by UK law, to separate core retail banking services from their investment and international banking activities by 1st January 2019. This is known as “ring-fencing”. Whilst smaller banks with less than £25bn in deposits are exempt, they can choose to opt up.

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Several banks are very close to the threshold already and so may come into scope in the future regardless.

Ring-fencing is a regulatory initiative created in response to the global financial crisis. It mandates the separation of retail and SME deposits from investment banking, in order to improve the resilience and resolvability of banks by changing their structure. In general, simpler, activities offered from within a ring- fenced bank, (RFB), will be focused on lower risk, day-to-day core transactions, whilst more complex and “riskier” activities are required to be housed in a separate entity, a non-ring-fenced bank, (NRFB). This is intended to ensure that an entity’s core activities are not adversely affected by the acts or omissions of other members of its group.

While the structure of the banks included within this process may have changed, the fundamentals of credit assessment have not. The Council will continue to assess the new-formed entities in the same way that it does others and those with sufficiently high ratings, (and any other metrics considered), will be considered for investment purposes.

7.3 Country limits

The Council has determined that it will mainly use approved counterparties from within the United Kingdom.

However, the Council may consider counterparties from outside the United Kingdom providing the country has a minimum sovereign credit rating of AA- from Fitch or equivalent.

7.4 Investment Strategy In-house funds. Investments will be made with reference to the core balance and cash flow requirements and the outlook for short-term interest rates (i.e. rates for investments up to 12 months). Greater returns are usually obtainable by investing for longer periods. While most cash balances are required in order to manage the ups and downs of cash flow, where cash sums can be identified that could be invested for longer periods, the value to be obtained from longer term investments will be carefully assessed.

 If it is thought that Bank Rate is likely to rise significantly within the time horizon being considered, then consideration will be given to keeping most investments as being short term or variable.

 Conversely, if it is thought that Bank Rate is likely to fall within that time period, consideration will be given to locking in higher rates currently obtainable, for longer periods.

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Investment returns expectations. On the assumption that the UK and EU agree a Brexit deal including the terms of trade by the end of 2020 or soon after, then Bank Rate is forecast to increase only slowly over the next few years to reach 1.00% by quarter 1 2023. Bank Rate forecasts for financial year ends (March) are:

Q1 2021 0.75% Q1 2022 1.00% Q1 2023 1.00%

The suggested budgeted investment earnings rates for returns on investments placed for periods up to about three months during each financial year are as follows: 2019/20 0.75% 2020/21 0.75% 2021/22 1.00% 2022/23 1.25% The overall balance of risks to economic growth in the UK is probably to the downside due to the weight of all the uncertainties over Brexit, as well as a softening global economic picture.

The balance of risks to increases in Bank Rate and shorter term PWLB rates are broadly similarly to the downside. In the event that a Brexit deal is agreed with the EU and approved by Parliament, the balance of risks to economic growth and to increases in Bank Rate is likely to change to the upside.

Investment treasury indicator and limit - total principal funds invested for greater than 365 days. These limits are set with regard to the Council’s liquidity requirements and to reduce the need for early sale of an investment, and are based on the availability of funds after each year-end.

The Council is asked to approve the treasury indicator and limit: -

Upper limit for principal sums invested for longer than 365 days

£m 2020/21 2021/22 2022/23

Principal sums invested £1m £1m £1m for longer than 365 days

The Council currently has no investments in excess of one year.

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For its cash flow generated balances, the Council will seek to utilise its business reserve instant access and notice accounts, money market funds and short- dated deposits (overnight to 100 days), in order to benefit from the compounding of interest.

Investment risk benchmarking. The Chief Financial Officer will monitor the current and trend position of the treasury function and amend the operational strategy to manage risk, as interest rates and counterparty conditions change. Performance results will be reported through the Quarterly Performance and Financial Management, Mid-Year and Annual Treasury reports to Executive. This Council will use an investment benchmark to assess the investment performance of its investment portfolio of 7 day LIBID rate.

7.5 Non-Treasury Investments The Council will adopt a low risk, immaterial, approach to non-treasury (commercial) investments in line with the investment categories and authorised limits set out in Appendix B. The Council will consider opportunities as they arise, within the Council boundary, such as light industrial investment. A commercialisation strategy will shortly be considered by Members which will review the Council’s approach to non-treasury investments.

8. RESOURCE IMPLICATIONS

As detailed in the report.

9. EQUALITIES ASSESSMENT

There are not any equalities implications anticipated as a result of this report, as the purpose of this report is to present the Council’s financial position only.

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10. CONSTITUTIONAL CONTEXT

Article and Referred or 11. paragraph delegated power? Part 4 Delegated Financial Procedure Rules (Article 13.8)

Article 4.4

STATEMENT OF CONFIDENTIALITY

This report contains no confidential or exempt information under the provisions of Schedule 12A of 1972 Act.

12. BACKGROUND PAPERS

The background papers are available for inspection and will be kept by the author of the report.

13. STATEMENT OF INTERNAL ADVICE The author (below) confirms that advice has been taken from all appropriate Councillors and Officers.

Author: Jon Triggs, Head of Resources Date: 15th January 2020 Reference: T:\Technical\Adam\Treasury Management\ TM & Annual Investment Strategy 2020.doc

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APPENDIX A: Treasury Management Practice (TMP1) – Credit and counterparty risk management

SPECIFIED INVESTMENTS: All such investments will be sterling denominated, with maturities up to maximum of 1 year, meeting the minimum ‘high’ quality criteria where applicable.

NON-SPECIFIED INVESTMENTS: These are any investments which do not meet the specified investment criteria and are therefore of greater potential risk. The Council will consider using this category only for investments that would come under Specified, except that the maturities are greater than 1 year.

A variety of investment instruments will be used, subject to the credit quality of the institution, and depending on the type of investment made it will fall into one of the above categories.

The criteria, time limits and monetary limits applying to institutions or investment vehicles are:

Max Minimum credit criteria / £ Limit per maturity colour band institution period Debt Management 6 Account Deposit Unlimited yellow months Facilities - UK Government

UK Government yellow Gilts £2m 2 year

UK Government yellow £2m 1 year Treasury Bills

Bonds issued by yellow multilateral £2m 2 years

development

banks Money Market AAA £3m Liquid Funds

Local Authorities N/A £2m 1 year

Term deposit Purple + £1m 2 years with Banks and

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Building Blue only £4m 1 year Societies Green + £3m 1 year

CDs or corporate bonds with banks Green + £2m 1 year and building societies

Gilt funds UK sovereign rating £2m 1 year

Ultra-Short Dated Bond funds with AAA £1m Liquid a credit score of 1.25

Ultra-Short Dated Bond funds with AAA £1m Liquid a credit score of 1.5

(+) Above the minimum colour band given. The colour band will place its own maturity limit on the investment so only the maximum maturity period is given.

No limit will be set on placing funds with the Council’s own bank due to the volatility / fluctuations in day to day cash flows.

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APPENDIX B: Investment management practice for non-treasury investments – Authorised limits

The approved schedule for non-treasury investments are as follows:

Category Type Limit per asset Commercial Inside ND area Investment Retail £0.5m Industrial £1m Offices £0.5m Land £0.5m Other £0.5m Outside ND area Retail £0m Industrial £0m Offices £0m Other £0m

Subsidiaries £0m

Council owned £0m companies Council owned £1m industrial estates Loans Third Parties £0.25m Employees £0.10m Other £0.05m Loan Guarantees £0m

*The above schedule does not include service investments items as these are covered by the capital programme and associated risk framework.

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APPENDIX C: Economic Background

UK

 General election December 2019 returned a large Conservative majority on a platform of getting Brexit done. UK to leave the EU by 31 January 2020.  There is still considerable uncertainty about whether the UK and EU will be able to agree the details of a trade deal by the deadline set by the prime minister of December 2020. This leaves open the potential risks of a no deal or a hard Brexit.  GDP growth has been weak in 2019 and is likely to be around only 1% in 2020.  November and December MPC meetings were concerned about weak UK growth caused by the dampening effect of Brexit uncertainties and by weak global economic growth. There has been no change in Bank Rate in 2019.  CPI inflation has been hovering around the Bank of England’s target of 2% during 2019, but fell again in both October and November to a three-year low of 1.5%. It is likely to remain close to, or under 2% over the next two years and so it does not pose any immediate concern to the MPC.  Labour market. Employment growth has been quite resilient through 2019 until the three months to September where it fell by 58,000. However, there was an encouraging pick up again in the three months to October to growth of 24,000, which showed that the labour market was not about to head into a major downturn. The unemployment rate held steady at a 44-year low of 3.8%.  Wage inflation has been steadily falling from a high point of 3.9% in July to 3.5% in October (3-month average regular pay, excluding bonuses). This meant that in real terms, (i.e. wage rates higher than CPI inflation), earnings grew by about 2.0%. As the UK economy is very much services sector driven, an increase in household spending power is likely to feed through into providing some support to the overall rate of economic growth in the coming months.

USA

 Growth in 2019 has been falling after a strong start in quarter 1 at 3.1%, (annualised rate), to 2.0% in quarter 2 and then 2.1% in quarter 3; fears of a recession in 2020 have largely dissipated but growth is likely to be relatively weak.  The strong growth in employment numbers during 2018 has weakened during 2019, indicating that the economy had been cooling, while inflationary pressures were also weakening.  The Fed finished its series of increases in rates to 2.25 – 2.50% in December 2018. It has cut rates by 0.25% in July, September and October to end at 1.50 – 1.75%.  In August it also ended its programme of quantitative tightening, (selling its holdings of treasuries etc. @ $50bn per month during 2019).  At its September meeting it also said it was going to start buying Treasuries again, although this was not to be seen as a resumption of quantitative easing

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but rather an exercise to relieve liquidity pressures in the repo market. In the first month, it will buy $60bn.  Trade war with China. The trade war is depressing US, Chinese and world growth. In the EU, it is also particularly impacting Germany as exports of goods and services are equivalent to 46% of total GDP. However, progress has been made in December on agreeing a phase one deal between the US and China to roll back some of the tariffs; this gives some hope of resolving this dispute.

EUROZONE.

 Growth has been slowing from +1.8 % in 2018 to around half of that at the end of 2019; there appears to be little upside potential in the near future.  The European Central Bank (ECB) ended its programme of quantitative easing purchases of debt in December 2018, which then meant that the central banks in the US, UK and EU had all ended the phase of post financial crisis expansion of liquidity supporting world financial markets by quantitative easing purchases of debt.  However, the downturn in EZ growth in the second half of 2018 and during 2019, together with inflation falling well under the upper limit of its target range of 0 to 2%, (but it aims to keep it near to 2%), has prompted the ECB to take various new measures to stimulate growth starting in March.  However, since then, the downturn in EZ and world growth has gathered momentum; at its meeting on 12 September it cut its deposit rate further into negative territory, from -0.4% to -0.5%, and announced a resumption of quantitative easing purchases of debt for an unlimited period. These purchases would start in November at €20bn per month - a relatively small amount compared to the previous buying programme.  It is doubtful whether the various monetary policy easing measures in 2019 will have much impact on growth and, unsurprisingly, the ECB has stated that governments would need to help stimulate growth by ‘growth friendly’ fiscal policy.  Several EU countries have coalition governments. More recently, Austria, Spain and Italy have been in the throes of trying to form coalition governments with some unlikely combinations of parties i.e. this raises questions around their likely endurance. The latest results of German state elections has put further pressure on the frail German CDU/SDP coalition government and on the current leadership of the CDU.

CHINA.

 Economic growth has been weakening over successive years, despite repeated rounds of central bank stimulus; medium term risks are increasing. Major progress still needs to be made to eliminate excess industrial capacity and the stock of unsold property, and to address the level of non-performing loans in the banking and shadow banking systems. In addition, there still needs to be a greater switch from investment in industrial capacity, property construction and infrastructure to consumer goods production.

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JAPAN

 It has been struggling to stimulate consistent significant GDP growth and to get inflation up to its target of 2%, despite huge monetary and fiscal stimulus. It is also making little progress on fundamental reform of the economy.

WORLD GROWTH – reversal of globalisation

 Until recent years, world growth has been boosted by increasing globalisation i.e. countries specialising in producing goods and commodities in which they have an economic advantage and which they then trade with the rest of the world. This has boosted worldwide productivity and growth, and, by lowering costs, has depressed inflation. However, the rise of China as an economic superpower over the last thirty years, which now accounts for nearly 20% of total world GDP, has unbalanced the world economy. The Chinese government has targeted achieving major world positions in specific key sectors and products, especially high tech areas and production of rare earth minerals used in high tech products. It is achieving this by massive financial support, (i.e. subsidies), to state owned firms, government directions to other firms, technology theft, restrictions on market access by foreign firms and informal targets for the domestic market share of Chinese producers in the selected sectors. This is regarded as being unfair competition that is putting western firms at an unfair disadvantage or even putting some out of business. It is also regarded with suspicion on the political front as China is an authoritarian country that is not averse to using economic and military power for political advantage. The current trade war between the US and China therefore needs to be seen against that backdrop. It is, therefore, likely that we are heading into a period where there will be a reversal of world globalisation and a decoupling of western countries from dependence on China to supply products. This is likely to produce a backdrop in the coming years of weak global growth and so weak inflation.  This weak global growth outlook for 2020 and beyond therefore means that central banks are likely to come under more pressure to support growth by looser monetary policy measures; this will militate against central banks increasing interest rates and reversing the distortions in financial markets caused by a decade of ultra-low interest rates.  The trade war between the US and China has been a major concern to financial markets due to the synchronised general weakening of growth in the major economies of the world, compounded by fears that there could even be a recession looming up in the US, (though such fears have largely dissipated towards the end of 2019).  These concerns resulted in government bond yields falling sharply in 2019 in the developed world. If there were a major worldwide downturn in growth, central banks in most of the major economies will have limited ammunition available, in terms of monetary policy measures, when rates are already very low in most countries, (apart from the US). There are also concerns about how much distortion of financial markets has already

Page 257 Agenda Item 15 Appendix C occurred with the current levels of quantitative easing purchases of debt by central banks and the use of negative central bank rates in some countries. The latest PMI survey statistics of economic health for the US, UK, EU and China have all been predicting a downturn in growth; this confirms investor sentiment that the outlook for growth during the year ahead is weak.

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NORTH DEVON COUNCIL

COUNCIL: 26TH FEBRUARY 2020

MINUTE EXTRACT OF THE POLICY DEVELOPMENT COMMITTEE HELD ON 13TH FEBRUARY 2020 IN RESPECT OF ITEM 15 (A) ON THE COUNCIL AGENDA

47 TREASURY MANAGEMENT STRATEGY STATEMENT 2020/21

The Committee considered a report to the Strategy and Resources Committee on 3rd February 2020 by the Chief Financial Officer together with a minute extract (circulated previously) regarding the Treasury Management Strategy Statement 2020/21.

The Head of Resources highlighted the following:

 The Council was required to receive and approve three reports each year which included: Prudential and treasury indicators and treasury strategy (first report), Mid-Year Treasury Management report (second report) and an Annual Treasury report (third report).  The Council’s investment priorities were security of funds first, portfolio liquidity second and then yield, (return).  The Capital Prudential Indicators 2020-21 to 2022-23 as detailed in paragraph 5.1.  The Council’s Capital Financing Requirement projections as detailed in paragraph 5.2.  Core funds and expected investment balances as detailed in paragraph 5.3.  Minimum revenue provision (MRP) policy statement as detailed in paragraph 5.5. The MRP was based on the estimated life of the assets in accordance with the regulations.  Current portfolio position and borrowing levels would increase as detailed in paragraph 6.1. No difficulties were envisaged in the repayment of borrowing.  Treasury indicators limits to borrowing activity and the operational boundary as detailed in paragraph 6.2.  The majority of investment returns were short-term.  Appendix B would be superseded by the Commercialisation Strategy when this comes forward.  Economic background as detailed in Appendix C.

RESOLVED, that the decisions and recommendations of the Strategy and Resources Committee be endorsed.

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NORTH DEVON COUNCIL

COUNCIL: 26TH FEBRUARY 2020

TREASURY MANAGEMENT STRATEGY STATEMENT 2020/21

RECOMMENDATIONS OF THE STRATEGY AND RESOURCES COMMITTEE HELD ON 3RD FEBRUARY 2020

99. TREASURY MANAGEMENT STRATEGY STATEMENT 2020/21

RECOMMENDED that the Treasury Management Strategy Statement, Minimum Revenue Provision Policy Statement and Annual Investment Statement 2020/2021, including the Treasury Management and Prudential Indicators for 2020/21 to 2022/23, be approved.

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Open

NORTH DEVON COUNCIL

REPORT TO: STRATEGY AND RESOURCES DATE: 3RD FEBRUARY 2020

TOPIC: 10 YEAR CAPITAL STRATEGY 2020 TO 2030

REPORT BY: CHIEF FINANCIAL OFFICER

1. INTRODUCTION The Capital Strategy is a high level review of the corporate priorities, capital investment ambition, available resources, affordability and risk management in the context of ensuring the long term financial sustainability of this authority.

2. RECOMMENDATIONS The Committee is asked to recommend to the full Council that: 2.1 The Capital Strategy 2020/21 to 2029/30 be approved.

3. REASONS FOR RECOMMENDATIONS

3.1 The Local Authorities (Capital Finance and Accounting) (England) Regulations 2003 (SI 2003/3146) requires the Council to have regard to the Treasury Management Code. 3.2 To meet the requirements of the Prudential Code 2017, ensuring the Committee has assurance on the long term financial standing of the Council and risks associated with the capital strategy 3.3 To ensure that future capital investments are affordable and targeted to the Council’s priorities.

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4. CAPITAL STRATEGY

4.1 Background

In December 2017, the Chartered Institute of Public Finance and Accountancy, (CIPFA), issued revised Prudential and Treasury Management Codes stating that from 2019/20, all local authorities will be required to prepare a Capital Strategy which is intended to provide the following: -  a high-level overview of how capital expenditure, capital financing and treasury management activity contribute to the provision of services  an overview of how the associated risk is managed  the implications for future financial sustainability

This capital strategy document covers the ten year period from 2020/21 to 2029/30 and will be reviewed annually by Full Council prior to each financial year.

4.2 Corporate Priorities

The Corporate Plan sets out our medium-term ambitions over the next four years, covering the four main areas as summarised below:  Achieving financial security  Adopt a commercialisation strategy  Explore investment opportunities and alternative delivery models  Become focused on delivering the best for our citizens  Use technology to improve our services  Review services to ensure that meet customer expectations  Our environment is cherished and protected  Introduce own carbon reduction plan and enhance green spaces  Encourage energy efficiency and renewable energy initiatives including Council buildings  We plan for North Devon’s future  Work with Partners to develop a vision for Northern Devon for 2050  Explore ways to bring forward sites for development within the Local Plan

For further information please see the Council’s full Corporate Plan.

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4.3 Capital Governance

The Council has a well-established Capital Project appraisal process. All capital projects require a business case, reviewing options, risks and associated costs, whilst formally recording internal consultation, including Legal Services, Finance, HR, ICT, Procurement and the Senior Management Team. The Project Appraisal Group (PAG) comprises of the; Chief Executive, Business Information Systems Manager, Head of Resources and Accountancy Manager who will then meet to score the proposed project. The scoring will assess each proposal against a series of objective criteria including:  legal or statutory obligation and risk of death or maiming  alignment with the corporate priorities  maintenance of a council asset  material improvement in the service  number of people it would benefit  proportion of external funding or revenue savings

The project scoring determines which projects move forward and get considered by the Strategy and Resources Committee who will then make a recommendation to Full Council to vary the capital programme accordingly.

As part of the Committee reporting process the funding or resource implications will be clearly identified. For example funding from external grants, capital receipts, S106 income, reserves or borrowing. Any additional costs arising from borrowing on approved capital projects will then be built into the budget setting process and Medium Term Financial Strategy (MTFS).

In additional to the original approval of the project, a separate approval will also be sought from the Strategy and Resources committee and then Full Council to release the capital funds three to six months before the project is due to start.

All Capital spend will be undertaken in accordance with our Contract Procedure rules, which provides the following thresholds:

Contract value Procurement requirement

Below £5,000 No procurement required, although a written quote will be obtained

£5,000 to £39,999 A minimum of three alternative quotes are sought

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£40,000 and the

A competitive tendering process is undertaken relevant EU threshold

Above the relevant EU A competitive tendering process is undertaken in accordance with

threshold the requirements of the Public Contracts Regulations 2015

The Council has a project management framework based on the PRINCE2 methodology and therefore incorporates industry best practice. The framework consists of four phases; pre-project feasibility, initiation planning, delivery & implementation, and closure & review. Project Management is all about successfully planning, implementing and managing change. Following the NDC framework allows the Project Manager to apply control throughout the project and manage the variables of time, cost and quality in order to deliver the expected business benefits. The Council is committed to post project evaluation and sharing lessons learnt to improve future project management

4.4 Capital Strategy Years 2020/21 to 2023/24 (Medium Term)

This section looks to summarise and bring together the key points of the Council’s approved medium term financial strategy, capital programme and the overall treasury position, over the medium term, in order to set the context for Members, prior to looking at the longer term capital strategy.

CAPITAL £’000 2019-20 2020-21 2021-22 2022-23 2023-24

Net Annual Capital Financing 1,664 3,530 7,963 1,358 1,122 Gap Total Capital Financing 5,866 8,770 16,120 16,569 16,831 Requirement (Borrowing need) Projected External Borrowing 1,250 5,500 13,000 14,500 14,500

Annual Cost of Borrowing (MRP 535 700 870 1,305 1,278 & Interest) *please note that 2023/24 figures are projections not yet approved.

REVENUE £’000 2019-20 2020-21 2021-22 2022-23 2023-24

Medium Term Financial 0 0 1,781 2,110 2,678 Strategy Budget Gap

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Revenue

The Council is required to operate a balanced revenue budget, however for 2021/22 current projections show a medium term financial strategy budget gap of £1.78m increasing to £2.68m in 2023/24. This forecast prudently assumes the worse-case scenario of losing £1.02m of core funding/business rates and £1.02m reduction of New Homes Bonus grant until the Government Fair Funding Review is announced in autumn 2020. Whatever the outcome of the funding review the Council will have to review a number of options and have to make decisions for bridging the budget gap such as any financial benefits from a roll out of the 3 weekly black bin collection, the commercial trade waste service and the provision of public conveniences. Please see the Medium Term Financial Strategy for further details.

Capital

Any capital expenditure that is not immediately paid for through a revenue or capital resource leads to a capital financing need or gap, which will increase the Council’s total Capital Financing Requirement (CFR). The CFR is a measure of the Council’s underlying need to borrow to finance the total historic outstanding capital programme. The estimated CFR for March 2020 is £5.87m and for March 2024 is £16.83m. This substantial increase is CFR reflects the £34m capital programme approved from 2019/20 to 2022/23 including the new Leisure Centre. A full list of the approved capital items can be found in Appendix E of the Budget Report 2020/21.

The CFR will in part be funded by external borrowing. Total external borrowing as at March 2020 is projected to remain at £1.25m increasing by a further £13.25m over the next four years. The medium term strategy is prudently maintaining an under- borrowed position, meaning that as a temporary measure the Council is using its own cash supporting reserves, balances and cash-flows rather than fully funding the CFR with external borrowing. This position will need to be reviewed in line with investment returns and counterparty risks.

Where a capital project increases the CFR or financing gap then a minimum revenue provision (MRP) must be made to reduce the borrowing amount over the life of the asset. The MRP and the interest payable on the borrowing (annual cost of borrowing) are charged to the revenue account each year and this will therefore impact on the Council’s revenue budget and on-going medium term financial plan budget gap. The projected annual borrowing cost for 2023/24 is £1.28m. For further details on the Capital Financing Requirement and Minimum Revenue Provision please refer to the Annual Treasury Management Strategy 2020/21.

The Council will be receiving an annual Management Fee in relation to the running of the new Leisure Centre of circa £0.38m to help offset an element of the borrowing costs above. For further details please see the report for the Leisure Provision at Seven Brethren approved by Executive in February 2019.

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The table above shows the Council is facing both revenue and capital resource pressures within the medium term forecast and that Members will be faced with challenging decisions to make as part of setting future budgets and delivering capital schemes which are not fully funded.

4.5 Capital Strategy Years 2024/25 to 2029/30 (Long Term)

Capital Expenditure The Council has identified two main areas of capital expenditure within the long term forecast which are necessary to maintain business as normal. Firstly, our vehicle replacement programme, as the works and recycling fleet have an eight year life cycle. Secondly, the on-going maintenance of our ICT infrastructure. The projected costs are shown below:

CAPITAL EXPENDITURE 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30

£’000 Net Vehicle Replacement 1,285 235 1,188 0 0 628 Cost Net ICT Infrastructure Cost 202 180 188 466 203 210

The forecast also builds in a level of disabled facilities grant for each year, but we have anticipated that this will continue to be fully funded by external grants as at present. The Council’s Property Team are currently in the process of refreshing our Asset Management Plan, which includes carrying out condition surveys of our land and property portfolio. The result of this work will help to formulate a ten-year asset maintenance plan which will then feed into future capital strategy reports. Currently, the Council has a £0.24m revenue repairs fund for planned and response maintenance. This capital strategy assumes that this repairs fund will continue and be allocated to capital works if appropriate.

Capital Income The 10 year funding model assumes that £640k of currently unbanked s106 income earmarked for the Leisure Centre project will be received by 2025/26.

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Capital Funding and Affordability The following table is based on the capital information identified in the previous section: CAPITAL 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30

£’000 Net Annual Capital 1,487 (225) 1,376 466 203 838 Financing Gap Total Capital Financing 17,338 16,034 16,349 15,638 14,734 14,464 Requirement (Borrowing need) Projected External 14,500 14,500 14,000 14,000 13,000 12,000 Borrowing Annual Cost of Borrowing 1,388 1,492 1,483 1,588 1,507 1,480 (MRP & Interest)

REVENUE 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30

£’000 Medium Term Financial 2,788 2,892 2,882 2,987 2,906 2,879 Strategy Budget Gap *For this purpose it assumes no other revenue changes apart from the cost of borrowing from capital The capital table above shows that the CFR peaks in 2024/24 at £17.3m before gradually reducing to £14.5m by 2029/30. External borrowing over the longer term remains at a high level, £12m and above, again assuming the under-borrowed position remains prudent and sustainable. The cost of borrowing continues to increase to £1.59m in 2027/28. This borrowing cost will impact on the revenue budget each year and to illustrate this the forecast medium term financial strategy budget gap has been extended just to reflect the additional borrowing costs before any other revenue changes are considered. On this basis, the revenue budget gap for 2027/28 is forecast to increase to £2.99m. The strategy shows that the business as normal capital schemes such as our vehicles and ICT may present affordability challenges and Members will need to give further consideration to our property portfolio in terms of acquisitions and disposals, the review of Seven Brethren redevelopment and the wider car parks strategy. The graph below illustrates the current ten year capital strategy:

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4.6 Aspirational Capital Projects Whilst the medium and long term capital strategy above clearly sets out the financial context under which future capital expenditure decisions should be considered, it would not prevent the Council pursuing aspirational projects such as the proposed new Watersport Centre, Ilfracombe and the review of Seven Brethren, Barnstaple. However, for the reasons already stated, any such projects would have to have no or limited impact on the revenue budget gap. Any additional borrowing costs would have to be offset by additional income such as a management fee, rental income or additional capital receipts would need to be identified and earmarked over and above the capital receipts required for normal service investments like fleet replacements.

4.7 Non treasury Investments The Council can within the existing treasury management practices consider small scale investments in other financial assets and property primarily for financial return. Such activities include investment property portfolios. Whilst the Council has a low risk, immaterial approach to non-treasury (commercial) investments it will consider opportunities that arise within the time frame of the capital strategy, such as light industrial investment within the Council boundary i.e. Seven Brethren. For further details of the investment categories and authorised limits, please refer to Appendix B of the Treasury Management Strategy Statement 2020/21

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4.8 Commercialisation The long term outlook for the Council’s financial standing strongly supports the need for the Council to become more efficient and commercially minded across all areas of the organisation to generate additional income for the revenue budget. In line with our corporate priorities, a new Commercialisation Strategy will shortly be presented for adopted by Members, planned for April 2020. This will set out the parameters and options for income generation and net revenue gains, it will also provide Members will an opportunity to review our approach to non-treasury investments.

4.9 Risks with the Capital Strategy

The risks with any long term strategy is the unknown or unexpected events which will require large scale capital investments; as we have seen in the past such as storm repairs to Ilfracombe Harbour. Whilst the treasury management strategy has sufficient headroom within its borrowing limits to deal with such situations, the impact of the borrowing cost on the revenue budget are much harder to protect against.

There could also be service or legislation changes which the Council will have to adapt to in order to maintain efficient and effective service provision.

Whilst our long term budget projections have factored inflation into the estimates, economic and trading conditions can impact on future prices.

The Budget Report 2020/21 provides further details on potential risks facing the Council.

5. RESOURCE IMPLICATIONS

As detailed in the report.

6. EQUALITIES ASSESSMENT

There are not any equalities implications anticipated as a result of this report, as the purpose of this report is to present the Council’s financial position only.

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7. CONSTITUTIONAL CONTEXT

Article and Referred or paragraph delegated power? Part 4 Delegated Financial Procedure

Rules (Article 13.8)

Article 4.4

8. STATEMENT OF CONFIDENTIALITY

This report contains no confidential or exempt information under the provisions of Schedule 12A of 1972 Act.

9. BACKGROUND PAPERS

The background papers are available for inspection and will be kept by the author of the report.

10. STATEMENT OF INTERNAL ADVICE The author (below) confirms that advice has been taken from all appropriate Councillors and Officers.

Author: Jon Triggs, Head of Resources Date: 22nd January 2020 Reference: T:\Technical\Adam\Capital Strategy\Capital Strategy 20-21.doc

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NORTH DEVON COUNCIL

COUNCIL: 26TH FEBRUARY 2020

MINUTE EXTRACT OF THE POLICY DEVELOPMENT COMMITTEE HELD ON 13TH FEBRUARY 2020 IN RESPECT OF ITEM 16 (A) ON THE COUNCIL AGENDA

48 10 YEAR CAPITAL STRATEGY 2020-2030

The Committee considered a report to the Strategy and Resources Committee on 3rd February 2020 by the Chief Financial Officer together with a minute extract (circulated previously) regarding the 10 year Capital Strategy 2020-2030.

The Head of Resources highlighted the following:

 Prior to 2019, the Council only reviewed capital expenditure and financing over a short period of 2-3 years. The revised Prudential and Treasury Management code required all local authorities to prepare a Capital Strategy.  The capital strategy document covered the ten year period from 2020 to 2030 and would be reviewed annually by Full Council prior to each financial year.  The Council’s Capital Project Governance and appraisal process as detailed in paragraph 4.3 of the report.  The Capital Strategy for years 2020/21 to 2023/24 (Medium Term) as detailed in paragraph 4.4 of the report.  The Capital Strategy for years 2024/25 to 2029/30 (Long Term) as detailed in paragraph 4.5 of the report.  The Watersports Centre potential funding bid had not been included in the Strategy and would be presented to a future Committee.

In response to a question regarding why there was no forecast expenditure for vehicle replacement in 2027-28 and 2028-29, the Head of Resources advised that the purchase date depended upon the lifespan of the vehicle, which was six to seven years. As the majority of vehicles owned by the Council were purchased at similar times they would need to be replaced at the same time.

In response to a further question regard the option of leasing vehicles as opposed to purchasing, the Head of Resources advised that the Council would be exploring the alternative leasing option to ascertain whether it was more cost effective than purchasing new vehicles. He added that this would be explored further as part of the overall review of Waste and Recycling Services.

RESOLVED, that the decisions and recommendations of the Strategy and Resources Committee be endorsed.

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NORTH DEVON COUNCIL

COUNCIL: 26TH FEBRUARY 2020

10 YEAR CAPITAL STRATEGY 2020-2030

RECOMMENDATIONS OF THE STRATEGY AND RESOURCES COMMITTEE HELD ON 3RD FEBRUARY 2020

100. 10 YEAR CAPITAL STRATEGY 2020-2030

RECOMMENDED that the Capital Strategy 2020/21 to 2029/30 be approved.

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Open NORTH DEVON COUNCIL

REPORT TO: COUNCIL Date: 26 February 2020 TOPIC: COUNCIL TAX RESOLUTIONS 2020/21

REPORT BY: HEAD OF RESOURCES

1. INTRODUCTION 1.1 The purpose of this report is to enable the Council to calculate and approve the Council Tax requirement for 2020/21.

2. RECOMMENDATIONS 2.1 That Council approve the formal Council Tax Resolutions for 2020/21 set out in Appendix A to this report.

3. REASONS FOR RECOMMENDATIONS 3.1 The Council, as Billing Authority, is required to set the Council Tax for the District area for the forthcoming financial year.

4. CONSTITUTIONAL CONTEXT 4.1 The Constitution defines setting the Council Tax as part of the Budget and the Budget requires approval by Council (Article 4 of the Constitution).

5. REPORT 5.1 The Localism Act 2011 has made significant changes to the Local Government Finance Act 1992, and now requires the billing authority to calculate a Council Tax requirement for the year, not its budget requirement as previously. 5.2 The meeting of Strategy & Resources on 3 February 2020 approved the District Council revenue budget 2020/21 as £13,380,330 and that there be an increase of 2.73% (£5.00 per Band D property) in the level of Council Tax charged by North Devon Council, resulting in a Band D Council Tax level of £188.35 5.3 The precept levels of other precepting bodies are still being decided upon and will be confirmed at the Council meeting above on 26 February 2020. Indicative figures have been included within the Resolution attached in Appendix A and are detailed below: - Page 277 Agenda Item 17

Town and Parish Councils The Town and Parish Council precepts for 2020/21 total £2,376,082. The increase in the average Band D Council Tax for Town and Parish Councils is 13.42% and results in an average Band D Council Tax figure of £68.73

Devon County Council Members of Devon County Council are meeting on 20 February 2020. Cabinet have recommended a Council Tax increase of 3.99% (includes 2% for adult social care services) and a provisional precept of £49,761,341 has been reported. This results in a Band D Council Tax level of £1,439.46 The final precept and Band D Council Tax level will be reported to Council at the meeting on 26 February 2020.

Devon and Cornwall Police and Crime Commissioner The Commissioners Council Tax increase of £9.36 on a Band D property was endorsed by the Police and Crime Panel on 7 February 2020 with a precept of £7,661,973. This results in a Band D Council Tax level of £221.64

Devon and Somerset Fire and Rescue Authority Members of Devon and Somerset Fire and Rescue Authority are due to meet on 18 February 2020 to consider the budget. The recommendation is a Council Tax increase of 1.99% and a provisional precept of £3,050,408 has been reported. This results in a Band D Council Tax level of £88.24 The final precept and Band D Council Tax level will be reported to Council at the meeting on 26 February 2020.

6. RESOURCE IMPLICATIONS 6.1 If the formal Council Tax Resolutions for 2020/21 set out in Appendix A are approved, the total average Band D Council Tax will be as follows: -

2019/20 2020/21 Increase £ £ % Notes North Devon Council 183.35 188.35 2.73% £5.00 per Band D Devon County Council 1,384.29 1,439.46 3.99% Meeting 20 Feb 2020 (includes 2% for adult social care services) Devon & Cornwall Police 212.28 221.64 4.41% £9.36 per Band D and Crime Commissioner Devon & Somerset Fire 86.52 88.24 1.99% Meeting 18 Feb 2020 Authority Town & Parish Councils 60.60 68.73 13.42% Average Band D figure Total average Band D 1,927.04 2,006.42

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7. EQUALITIES ASSESSMENT 7.1 There are no equalities implications anticipated as a result of this report.

8. STATEMENT OF INTERNAL ADVICE 8.1 The author (below) confirms that advice has been taken from all appropriate Councillors and officers.

9. STATEMENT OF CONFIDENTIALITY 9.1 The report does not contain any information that is confidential or exempt under the provisions of Schedule 12A of the Local Government Finance Act 1972.

10. BACKGROUND PAPERS 10.1 Background papers are available for inspection and will be kept by the author of the report.

Lead Member: Councillor Ian Roome Author: Jon Triggs, Head of Resources Date: 12 February 2020

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That the following be approved:-

1 That it be noted that at its meeting on 15th January 2020 the Council calculated the following amounts for the year 2020/21 in accordance with Section 31B(3) of the Local Government Finance Act 1992 (item T in the formula), as amended (the "Act").

(a) 34,569.45 being the amount calculated by the Council in accordance with Section 31B(3) of the Local Government Finance Act 1992 (item T in the formula), as amended (the "Act"), as its Council Tax Base for the year.

Explanatory note 34,569.45 is the number of dwellings on 30th November 2019, adjusted for :- new property during 2020/21, property taxed for a part year, exempt and where disabled relief or discounts given. Properties are equated to Band D and finally adjusted to allow for less than 100% collection.

Parish Tax Base 1 (b) Arlington 40.57 Ashford 152.36 Atherington 177.79 Barnstaple 7,052.97 Berrynarbor 374.99 Bishops Tawton 456.45 Bishopsnympton 315.62 Bittadon 23.42 Bratton Fleming 364.11 Braunton 3,092.51 Brayford 168.07 Brendon & Countisbury 119.83 Burrington 211.28 Challacombe 58.33 Chittlehamholt Satterleigh & Warkleigh 162.87 Chittlehampton 381.20 Chulmleigh 632.16 Combe Martin 967.50 East & West Buckland 155.63 East Anstey 108.69 East Down 117.51 East Worlington 108.19 Filleigh 103.33 Fremington 4,291.21 Georgeham 780.55 Georgenympton & Queensnympton 89.51 Goodleigh 191.09 Heanton Punchardon 686.07 Horwood Lovacott & Newton Tracey 205.18 Ilfracombe 3,540.01 Instow 404.88 Kentisbury & Trentishoe 150.16 Kingsnympton 184.84 Knowstone 100.21 Landkey 775.53 Loxhore 83.32 Lynton & Lynmouth 624.65 Mariansleigh 63.78 Martinhoe 66.10 Marwood 315.54 Meshaw 69.21 Molland 65.14 Mortehoe 947.64 North Molton 425.69 Parracombe 130.75 Pilton West 122.51 Rackenford 143.82 Romansleigh 48.32 Rose Ash 118.95 Shirwell 170.32 South Molton 1,968.41 Stoke Rivers 83.77 Swimbridge 312.39 Tawstock 1,052.32 Twitchen 33.24 West Anstey 72.18 West Down 291.34 Westleigh 130.92 Witheridge 484.52 Total Tax Base 34,569.45

Page 281 Agenda Item 17 Appendix A being the amounts calculated by the Council, in accordance with regulation 6 of the Regulations, as the amounts of its Council Tax Base for the year for dwellings in those parts of its area to which one or more special items relate. Explanatory note :- This is the Tax Base at Band D for each Parish.

2 Calculate that the Council Tax requirement for the Council's own purposes for 2020/21 (excluding Parish precepts) is £6,511,150

3 That the following amounts be now calculated by the Council for the year 2020/21 in accordance with Sections 31 to 36 of the Local Government and Finance Act 1992:-

3 (a) £49,452,612 being the aggregate of the amounts which the Council estimates for the items set out in Section 31A(2) of the Act taking into account all precepts issued to it by Parish Councils Explanatory note :- Gross Revenue expenditure for NDDC and Parish Precept.

(b) £40,565,380 being the aggregate of the amounts which the Council estimates for the items set out in Section 31A(3) of the Act Explanatory note :- Gross Revenue income for NDDC..

(c) £8,887,232 being the amount by which the aggregate at 3(a) above exceeds the aggregate at 3(b) above, calculated by the Council, in accordance with Section 31A(4) of the Act as its Council Tax requirement for the year. (Item R in the formula in Section 31B of the Act) Explanatory note :- Net expenditure for NDDC and Parishes.

(d) £257.08 being the amount at 3(c) above (Item R), all divided by Item T (1a above), calculated by the Council, in accordance with Section 31B(1) of the Act, as the basic amount of its Council Tax for the year (including Parish precepts) Explanatory note :- The average Council Tax at Band D for NDDC and Parishes

(e) £2,376,082 being the aggregate amount of all special items (Parish precepts) referred to in Section 34(1) of the Act Explanatory note :- The total Parish precepts in NDDC's area.

(f) £188.35 being the amount at 3(d) above less the result given by dividing the amount at 3(e) above by Item T (1a above), calculated by the Council, in accordance with Section 34(2) of the Act, as the basic amount of its Council Tax for the year for dwellings in those parts of its area to which no special item (Parish precept) relates Explanatory note :- The Council Tax for NDDC net expenditure at Band D. Parish £ 3 (g) Arlington 220.44 Ashford 234.29 Atherington 211.82 Barnstaple 318.50 Berrynarbor 243.72 Bishops Tawton 210.26 Bishopsnympton 253.84 Bittadon 188.35 Bratton Fleming 234.49 Braunton 239.26 Brayford 233.83 Brendon & Countisbury 210.46 Burrington 235.68 Challacombe 188.35 Chittlehamholt Satterleigh & Warkleigh 219.82 Chittlehampton 222.41 Chulmleigh 236.52 Combe Martin 270.00 East & West Buckland 206.08 East Anstey 233.35 East Down 207.21 East Worlington 222.55 Filleigh 203.83 Fremington 246.08 Georgeham 265.92 Georgenympton & Queensnympton 209.02 Goodleigh 209.28 Heanton Punchardon 198.92 Horwood Lovacott & Newton Tracey 248.05 Ilfracombe 263.59 Instow 215.06 Kentisbury & Trentishoe 216.32 Kingsnympton 232.99 Knowstone 229.02 Landkey 214.75 Loxhore 198.55 Lynton & Lynmouth 276.17 Mariansleigh 205.60 Martinhoe 188.35 Marwood 211.80 Meshaw 197.02 Molland 211.38 Mortehoe 222.12 North Molton 222.39 Page 282 Agenda Item 17 Appendix A Parracombe 265.21 Pilton West 198.15 Rackenford 233.35 Romansleigh 252.51 Rose Ash 221.98 Shirwell 204.26 South Molton 285.50 Stoke Rivers 200.88 Swimbridge 218.80 Tawstock 205.34 Twitchen 214.58 West Anstey 196.66 West Down 219.24 Westleigh 219.45 Witheridge 259.86 being the amounts given by adding to the amount at 3(f) above the amount of the special item or items relating to dwellings in those parts of the Councils area mentioned above divided in each case by the amount at 1(b) above, calculated by the Council, in accordance with Section 34(3) of the Act, as the basic amounts of its council tax for the year for dwellings in those parts of its area to which one or more special items relate Explanatory note :- Band D Council tax for the total for net expenditure for NDDC and Parishes.

3 (h) Band A Band B Band C Band D Band E Band F Band G Band H £ £ £ £ £ £ £ £ Arlington 146.96 171.45 195.95 220.44 269.43 318.41 367.40 440.88 Ashford 156.19 182.23 208.26 234.29 286.35 338.42 390.48 468.58 Atherington 141.21 164.75 188.28 211.82 258.89 305.96 353.03 423.64 Barnstaple 212.33 247.72 283.11 318.50 389.28 460.06 530.83 637.00 Berrynarbor 162.48 189.56 216.64 243.72 297.88 352.04 406.20 487.44 Bishops Tawton 140.17 163.54 186.90 210.26 256.98 303.71 350.43 420.52 Bishopsnympton 169.23 197.43 225.64 253.84 310.25 366.66 423.07 507.68 Bittadon 125.57 146.49 167.42 188.35 230.21 272.06 313.92 376.70 Bratton Fleming 156.33 182.38 208.44 234.49 286.60 338.71 390.82 468.98 Braunton 159.51 186.09 212.68 239.26 292.43 345.60 398.77 478.52 Brayford 155.89 181.87 207.85 233.83 285.79 337.75 389.72 467.66 Brendon & Countisbury 140.31 163.69 187.08 210.46 257.23 304.00 350.77 420.92 Burrington 157.12 183.31 209.49 235.68 288.05 340.43 392.80 471.36 Challacombe 125.57 146.49 167.42 188.35 230.21 272.06 313.92 376.70 Chittlehamholt Satterleigh & Warkleigh 146.55 170.97 195.40 219.82 268.67 317.52 366.37 439.64 Chittlehampton 148.27 172.99 197.70 222.41 271.83 321.26 370.68 444.82 Chulmleigh 157.68 183.96 210.24 236.52 289.08 341.64 394.20 473.04 Combe Martin 180.00 210.00 240.00 270.00 330.00 390.00 450.00 540.00 East & West Buckland 137.39 160.28 183.18 206.08 251.88 297.67 343.47 412.16 East Anstey 155.57 181.49 207.42 233.35 285.21 337.06 388.92 466.70 East Down 138.14 161.16 184.19 207.21 253.26 299.30 345.35 414.42 East Worlington 148.37 173.09 197.82 222.55 272.01 321.46 370.92 445.10 Filleigh 135.89 158.53 181.18 203.83 249.13 294.42 339.72 407.66 Fremington 164.05 191.40 218.74 246.08 300.76 355.45 410.13 492.16 Georgeham 177.28 206.83 236.37 265.92 325.01 384.11 443.20 531.84 Georgenympton & Queensnympton 139.35 162.57 185.80 209.02 255.47 301.92 348.37 418.04 Goodleigh 139.52 162.77 186.03 209.28 255.79 302.29 348.80 418.56 Heanton Punchardon 132.61 154.72 176.82 198.92 243.12 287.33 331.53 397.84 Horwood Lovacott & Newton Tracey 165.37 192.93 220.49 248.05 303.17 358.29 413.42 496.10 Ilfracombe 175.73 205.01 234.30 263.59 322.17 380.74 439.32 527.18 Instow 143.37 167.27 191.16 215.06 262.85 310.64 358.43 430.12 Kentisbury & Trentishoe 144.21 168.25 192.28 216.32 264.39 312.46 360.53 432.64 Kingsnympton 155.33 181.21 207.10 232.99 284.77 336.54 388.32 465.98 Knowstone 152.68 178.13 203.57 229.02 279.91 330.81 381.70 458.04 Landkey 143.17 167.03 190.89 214.75 262.47 310.19 357.92 429.50 Loxhore 132.37 154.43 176.49 198.55 242.67 286.79 330.92 397.10 Lynton & Lynmouth 184.11 214.80 245.48 276.17 337.54 398.91 460.28 552.34 Mariansleigh 137.07 159.91 182.76 205.60 251.29 296.98 342.67 411.20 Martinhoe 125.57 146.49 167.42 188.35 230.21 272.06 313.92 376.70 Marwood 141.20 164.73 188.27 211.80 258.87 305.93 353.00 423.60 Meshaw 131.35 153.24 175.13 197.02 240.80 284.58 328.37 394.04 Molland 140.92 164.41 187.89 211.38 258.35 305.33 352.30 422.76 Mortehoe 148.08 172.76 197.44 222.12 271.48 320.84 370.20 444.24 North Molton 148.26 172.97 197.68 222.39 271.81 321.23 370.65 444.78 Parracombe 176.81 206.27 235.74 265.21 324.15 383.08 442.02 530.42 Pilton West 132.10 154.12 176.13 198.15 242.18 286.22 330.25 396.30 Rackenford 155.57 181.49 207.42 233.35 285.21 337.06 388.92 466.70 Romansleigh 168.34 196.40 224.45 252.51 308.62 364.74 420.85 505.02 Rose Ash 147.99 172.65 197.32 221.98 271.31 320.64 369.97 443.96 Shirwell 136.17 158.87 181.56 204.26 249.65 295.04 340.43 408.52 South Molton 190.33 222.06 253.78 285.50 348.94 412.39 475.83 571.00 Stoke Rivers 133.92 156.24 178.56 200.88 245.52 290.16 334.80 401.76 Swimbridge 145.87 170.18 194.49 218.80 267.42 316.04 364.67 437.60 Tawstock 136.89 159.71 182.52 205.34 250.97 296.60 342.23 410.68 Twitchen 143.05 166.90 190.74 214.58 262.26 309.95 357.63 429.16 West Anstey 131.11 152.96 174.81 196.66 240.36 284.06 327.77 393.32 West Down 146.16 170.52 194.88 219.24 267.96 316.68 365.40 438.48 Page 283 Agenda Item 17 Appendix A Westleigh 146.30 170.68 195.07 219.45 268.22 316.98 365.75 438.90 Witheridge 173.24 202.11 230.99 259.86 317.61 375.35 433.10 519.72

being the amounts given by multiplying the amounts at 3(f) and 3(g) above by the number which, in the proportion set out in Section 5(1) of the Act, is applicable to dwellings listed in a particular valuation band divided by the number which in that proportion is applicable to dwellings listed in valuation band D, calculated by the Council, in accordance with Section 36(1) of the Act, as the amounts to be taken into account for the year in respect of catergories of dwelling listed in different valuation bands Explanatory note :- Band D Council tax for the total for net expenditure for the NDDC and Parishes for each valuation band..

4 (a) That it be noted that for the year 2020/21 the Devon County Council have stated the following amounts in precepts issued to the Council, in accordance with Section 40 of the Local Government Finance Act 1992, for each of the categories of dwellings shown below :-

Valuation Band

Band A Band B Band C Band D Band E Band F Band G Band H

959.64 1119.58 1279.52 1439.46 1759.34 2079.22 2399.10 2878.92

Explanatory note :- The DCC council tax for each Band of property.

4 (b) That it be noted that for the year 2020/21 the Devon & Cornwall Police and Crime Commissioner have stated the following amounts in precepts issued to the Council, in accordance with Section 40 of the Local Government Finance Act 1992, for each of the categories of dwellings shown below :-

Valuation Band

Band A Band B Band C Band D Band E Band F Band G Band H

147.76 172.39 197.01 221.64 270.89 320.15 369.40 443.28

Explanatory note :- The Devon & Cornwall Police and Crime Commissioner council tax for each Band of property .

4 (c) That it be noted that for the year 2020/21 the Devon and Somerset Fire and Rescue Authority have stated the following amounts in precepts issued to the Council, in accordance with Section 40 of the Local Government Finance Act 1992, for each of the categories of dwellings shown below :-

Valuation Band

Band A Band B Band C Band D Band E Band F Band G Band H

58.83 68.63 78.44 88.24 107.85 127.46 147.07 176.48

Explanatory note :- The Devon and Somerset Fire and Rescue Authority council tax for each Band of property .

5 That, having calculated the aggregrate in each case of the amounts at 3(h) and 4 above, the Council, in accordance with Sections 30 and 36 of the Local Government Finance Act 1992, hereby sets the following amounts as the amounts of Council Tax for the year 2020/21 for each of the categories of dwellings shown below :-

Band A Band B Band C Band D Band E Band F Band G Band H £ £ £ £ £ £ £ £ Arlington 1,313.19 1,532.05 1,750.92 1,969.78 2,407.51 2,845.24 3,282.97 3,939.56 Ashford 1,322.42 1,542.83 1,763.23 1,983.63 2,424.43 2,865.25 3,306.05 3,967.26 Atherington 1,307.44 1,525.35 1,743.25 1,961.16 2,396.97 2,832.79 3,268.60 3,922.32 Barnstaple 1,378.56 1,608.32 1,838.08 2,067.84 2,527.36 2,986.89 3,446.40 4,135.68 Berrynarbor 1,328.71 1,550.16 1,771.61 1,993.06 2,435.96 2,878.87 3,321.77 3,986.12 Bishops Tawton 1,306.40 1,524.14 1,741.87 1,959.60 2,395.06 2,830.54 3,266.00 3,919.20 Bishopsnympton 1,335.46 1,558.03 1,780.61 2,003.18 2,448.33 2,893.49 3,338.64 4,006.36 Bittadon 1,291.80 1,507.09 1,722.39 1,937.69 2,368.29 2,798.89 3,229.49 3,875.38 Bratton Fleming 1,322.56 1,542.98 1,763.41 1,983.83 2,424.68 2,865.54 3,306.39 3,967.66 Braunton 1,325.74 1,546.69 1,767.65 1,988.60 2,430.51 2,872.43 3,314.34 3,977.20 Brayford 1,322.12 1,542.47 1,762.82 1,983.17 2,423.87 2,864.58 3,305.29 3,966.34 Brendon & Countisbury 1,306.54 1,524.29 1,742.05 1,959.80 2,395.31 2,830.83 3,266.34 3,919.60 Burrington 1,323.35 1,543.91 1,764.46 1,985.02 2,426.13 2,867.26 3,308.37 3,970.04 Challacombe 1,291.80 1,507.09 1,722.39 1,937.69 2,368.29 2,798.89 3,229.49 3,875.38 Chittlehamholt Satterleigh & Warkleigh 1,312.78 1,531.57 1,750.37 1,969.16 2,406.75 2,844.35 3,281.94 3,938.32 Chittlehampton 1,314.50 1,533.59 1,752.67 1,971.75 2,409.91 2,848.09 3,286.25 3,943.50 Chulmleigh 1,323.91 1,544.56 1,765.21 1,985.86 2,427.16 2,868.47 3,309.77 3,971.72 Combe Martin 1,346.23 1,570.60 1,794.97 2,019.34 2,468.08 2,916.83 3,365.57 4,038.68 East & West Buckland 1,303.62 1,520.88 1,738.15 1,955.42 2,389.96 2,824.50 3,259.04 3,910.84 East Anstey 1,321.80 1,542.09 1,762.39 1,982.69 2,423.29 2,863.89 3,304.49 3,965.38 East Down 1,304.37 1,521.76 1,739.16 1,956.55 2,391.34 2,826.13 3,260.92 3,913.10 Page 284 Agenda Item 17 Appendix A East Worlington 1,314.60 1,533.69 1,752.79 1,971.89 2,410.09 2,848.29 3,286.49 3,943.78 Filleigh 1,302.12 1,519.13 1,736.15 1,953.17 2,387.21 2,821.25 3,255.29 3,906.34 Fremington 1,330.28 1,552.00 1,773.71 1,995.42 2,438.84 2,882.28 3,325.70 3,990.84 Georgeham 1,343.51 1,567.43 1,791.34 2,015.26 2,463.09 2,910.94 3,358.77 4,030.52 Georgenympton & Queensnympton 1,305.58 1,523.17 1,740.77 1,958.36 2,393.55 2,828.75 3,263.94 3,916.72 Goodleigh 1,305.75 1,523.37 1,741.00 1,958.62 2,393.87 2,829.12 3,264.37 3,917.24 Heanton Punchardon 1,298.84 1,515.32 1,731.79 1,948.26 2,381.20 2,814.16 3,247.10 3,896.52 Horwood Lovacott & Newton Tracey 1,331.60 1,553.53 1,775.46 1,997.39 2,441.25 2,885.12 3,328.99 3,994.78 Ilfracombe 1,341.96 1,565.61 1,789.27 2,012.93 2,460.25 2,907.57 3,354.89 4,025.86 Instow 1,309.60 1,527.87 1,746.13 1,964.40 2,400.93 2,837.47 3,274.00 3,928.80 Kentisbury & Trentishoe 1,310.44 1,528.85 1,747.25 1,965.66 2,402.47 2,839.29 3,276.10 3,931.32 Kingsnympton 1,321.56 1,541.81 1,762.07 1,982.33 2,422.85 2,863.37 3,303.89 3,964.66 Knowstone 1,318.91 1,538.73 1,758.54 1,978.36 2,417.99 2,857.64 3,297.27 3,956.72 Landkey 1,309.40 1,527.63 1,745.86 1,964.09 2,400.55 2,837.02 3,273.49 3,928.18 Loxhore 1,298.60 1,515.03 1,731.46 1,947.89 2,380.75 2,813.62 3,246.49 3,895.78 Lynton & Lynmouth 1,350.34 1,575.40 1,800.45 2,025.51 2,475.62 2,925.74 3,375.85 4,051.02 Mariansleigh 1,303.30 1,520.51 1,737.73 1,954.94 2,389.37 2,823.81 3,258.24 3,909.88 Martinhoe 1,291.80 1,507.09 1,722.39 1,937.69 2,368.29 2,798.89 3,229.49 3,875.38 Marwood 1,307.43 1,525.33 1,743.24 1,961.14 2,396.95 2,832.76 3,268.57 3,922.28 Meshaw 1,297.58 1,513.84 1,730.10 1,946.36 2,378.88 2,811.41 3,243.94 3,892.72 Molland 1,307.15 1,525.01 1,742.86 1,960.72 2,396.43 2,832.16 3,267.87 3,921.44 Mortehoe 1,314.31 1,533.36 1,752.41 1,971.46 2,409.56 2,847.67 3,285.77 3,942.92 North Molton 1,314.49 1,533.57 1,752.65 1,971.73 2,409.89 2,848.06 3,286.22 3,943.46 Parracombe 1,343.04 1,566.87 1,790.71 2,014.55 2,462.23 2,909.91 3,357.59 4,029.10 Pilton West 1,298.33 1,514.72 1,731.10 1,947.49 2,380.26 2,813.05 3,245.82 3,894.98 Rackenford 1,321.80 1,542.09 1,762.39 1,982.69 2,423.29 2,863.89 3,304.49 3,965.38 Romansleigh 1,334.57 1,557.00 1,779.42 2,001.85 2,446.70 2,891.57 3,336.42 4,003.70 Rose Ash 1,314.22 1,533.25 1,752.29 1,971.32 2,409.39 2,847.47 3,285.54 3,942.64 Shirwell 1,302.40 1,519.47 1,736.53 1,953.60 2,387.73 2,821.87 3,256.00 3,907.20 South Molton 1,356.56 1,582.66 1,808.75 2,034.84 2,487.02 2,939.22 3,391.40 4,069.68 Stoke Rivers 1,300.15 1,516.84 1,733.53 1,950.22 2,383.60 2,816.99 3,250.37 3,900.44 Swimbridge 1,312.10 1,530.78 1,749.46 1,968.14 2,405.50 2,842.87 3,280.24 3,936.28 Tawstock 1,303.12 1,520.31 1,737.49 1,954.68 2,389.05 2,823.43 3,257.80 3,909.36 Twitchen 1,309.28 1,527.50 1,745.71 1,963.92 2,400.34 2,836.78 3,273.20 3,927.84 West Anstey 1,297.34 1,513.56 1,729.78 1,946.00 2,378.44 2,810.89 3,243.34 3,892.00 West Down 1,312.39 1,531.12 1,749.85 1,968.58 2,406.04 2,843.51 3,280.97 3,937.16 Westleigh 1,312.53 1,531.28 1,750.04 1,968.79 2,406.30 2,843.81 3,281.32 3,937.58 Witheridge 1,339.47 1,562.71 1,785.96 2,009.20 2,455.69 2,902.18 3,348.67 4,018.40

Explanatory note :- The council tax for DCC, DCPCC, DSFA, NDDC and Parishes payable on one property in each of the tax bands and parishes

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NORTH DEVON COUNCIL

REPORT TO: FULL COUNCIL Date: 26th February 2020 TOPIC: PUBLIC SPACES PROTECTION ORDER IN AND AROUND ILFRACOMBE HARBOUR

REPORT BY: HARBOURMASTER

1 INTRODUCTION

1.1 The Council owns Ilfracombe Harbour, which is the largest harbour on the North Devon coast and which has been in existence as a port for several centuries. It is a working port to trawlers and potters, a recreational harbour to private owners and a commercial boat trip harbour for a diverse range of day trips.

1.2 In relation to the boat trips, complaints have been received over many years that ticket sales have become excessively competitive, with boat operators having engaged in “ticket-touting.” This has taken the form of employees of the boat operators making multiple approaches to potential customers who have leaflets thrust on them as they approach and enter the Harbour area.

1.3 The competition in high summer is intense and so the ticket sellers have become more assertive in their techniques. This has led to confrontation between the operators in full view of the public. Such “ticket-touting” and confrontation have a negative effect on the well-being of the community, both local residents and visitors, and are unreasonable and unnecessary.

1.4 The Anti-Social Behaviour, Crime and Policing Act (2014) created provision for Public Spaces Protection Orders (PSPO’s) to be made, thereby enabling local authorities to seek to prevent or restrict behaviour which is having a negative effect on communal well-being.

1.5 In order to address the problem of ticket-touting, in 2018/19 the Council made proposals for, and consulted widely upon, the making of a Public Spaces Protection Order in and around Ilfracombe Harbour. This process culminated in the Council making a Public Spaces Protection Order for a period of one year, to take effect from 1.4.19.

1.6 Following the success of the PSPO in regulating inappropriate ticket-touting, this report sets out the rationale for the proposal that the Council makes a further Public Spaces Protection Order at Ilfracombe Harbour, and on roads leading to the harbour, for a period of 3 years from 1.4.2020.

Page 287 Agenda Item 18

2 RECOMMENDATIONS

2.1 That North Devon Council makes a Public Spaces Protection Order for a period of 3 year in relation to Ilfracombe Harbour and roads adjacent to it, as per the Order attached at Appendix A.

3 REASONS FOR RECOMMENDATIONS

3.1 To restrict the practice of “ticket-touting” in and around Ilfracombe Harbour

3.2 To improve the quality of life for all in the vicinity.

4 REPORT

4.1 Ilfracombe Harbour is a historic and highly valuable asset for North Devon as a working port and tourist attraction. As a working port, the Harbour is home to trawlers and potters, recreational activities by private boat owners, and operators providing a diverse range of day trips.

4.2 Historically, in relation to those operators running boat trips, there has habitually been an element of “ticket-touting” in and around Ilfracombe Harbour, but with the increase in the number of commercial operators, this has increased in more recent years.

4.3 It seems to be the case that if one operator engages in “ticket-touting,” then the others have to become involved as well, and sometimes to a greater degree. This has led to operators, through their employees, making multiple approaches to members of the public as they approach the Harbour, with leaflets being thrust upon them.

4.4 The competition in the summer months is intense, with ticket sellers becoming more assertive, and this has led to confrontation between operators in full public view. Although visitors subjected to such activities have not made written complaints, it is nonetheless clear that the practices have attracted public disapproval and have had a negative effect on the reputation of the Harbour.

4.5 Such ticket-touting is unreasonable and unnecessary because the operators have kiosks from which they are able to operate, and this position will not change. When the re-development of the kiosks takes place, the boat operators will be designated an area where they can distribute leaflets and talk to the public.

4.6 In effect, it is the practice of competitive ticket-touting along Quay Road and adjoining areas which has historically caused a problem, and has led to the making of the previous Order in 2019.

4.7 The Public Spaces Protection Order is a creation of the Anti-social Behaviour, Crime and Policing Act 2014 which, according to the statutory guidance, is “designed to stop individuals or groups committing anti-social behaviour in a public space.”

Page 288 Agenda Item 18

Under the provisions, local authorities may seek to prevent or restrict behaviour which is having a negative effect on the communal well-being.

4.8 In pursuing a PSPO the 2014 Act states that a local authority should be satisfied on reasonable grounds that two conditions are met: (a) Activities carried on in a public place have had a detrimental effect on the quality of life of those in the locality

(b) The effect of the activities is of a persistent or continuing nature, is such as to make the activities unreasonable, and justifies the restrictions imposed by the notice.

4.9 A PSPO may last for a period of up to 3 years. A PSPO may be extended (and more than once) if it deemed by the local authority to continue to be appropriate to do so.

4.10 The Anti-social Behaviour, Crime and Policing Act 2014 sets out some key requirements as to the process for making a PSPO, including carrying out necessary consultation, necessary publicity and necessary notification with regard to the proposed PSPO.

4.11 As with the Order currently still in existence, and due to expire on 31st March 2020, it is proposed that a new PSPO be made, attached at Appendix A, which would prohibit, except under the express terms of a lease or a licence, the written permission of the Harbourmaster or an authorised Council Officer, anyone engaging in the soliciting of services by word of mouth or through the distribution by hand of any leaflet, pamphlet or circular. A plan of the area subject to the proposed PSPO is attached at Appendix B.

4.12 In proposing a new PSPO, it is accepted that the instances of ticket-touting in the last 12 months have been very limited, and there has been no need to implement the sanctions under the Order. Whilst it might be argued that there is thus little new evidence of the need for a continuing PSPO, the counter and preferred argument is that it is the PSPO which has prevented any significant recurrence of the problem.

4.13 Responses have been invited by way of consultation from key stakeholders and the public in the period from 16th December 2019 to 10th February 2020. The proposal was also advertised in the North Devon Journal on 19th December 2019.

4.14 The responses to the consultation process are attached at Appendix C. In essence, there have been very few responses to the consultation, and very limited resistance to the proposal for a further Order.

4.15 The proposed PSPO does not seek to vary the terms of the existing Order, which appears to have had a very positive effect in and around the harbour, and been embraced by businesses and the general public. u

4.16 Alternative options – there are few alternative and viable options:

Page 289 Agenda Item 18

(a) Discouragement of touting activities over previous years by the Harbourmaster has not been successful, with those involved in the touting activities being apparently unwilling to subscribe to any voluntary guidelines

(b) Turning a blind eye to the activity risks damaging the reputation of the Harbour and discouraging visitors from visiting or returning to it

5 RESOURCE IMPLICATIONS

5.1 There are no significant resource implications which would result from the introduction of the PSPO, other than the cost of signs in and around the Harbour, advising of the terms of the PSPO. This is on the assumption that there are no substantial enforcement issues which arise from infringements of the Order; such enforcement issues are not anticipated, having not occurred up to now.

6 CONSTITUTIONAL CONTEXT

Article or Appendix Referred or Key decision? and paragraph delegated power?

Part 2, Article No No 4.5.13

7 STATEMENT OF CONFIDENTIALITY

7.1 This report contains no confidential information or exempt information under the provisions of Schedule 12A of 1972 Act.

8 BACKGROUND PAPERS

8.1 The following background papers were used in the preparation of this report:

o Consultation responses

o Anti-social Behaviour, Crime and Policing Act 2014

The background papers are available for inspection and kept by the author of the report.

9 STATEMENT OF INTERNAL ADVICE

9.1 The author (below) confirms that advice has been taken from all appropriate Councillors and officers.

Page 290 Agenda Item 18

Author: Georgina Carlo-Paat Date: 13th February 2020 Reference: GCP

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NORTH DEVON DISTRICT COUNCIL

ANTI-SOCIAL BEHAVIOUR, CRIME AND POLICING ACT 2014

PART 4, SECTION 59

PUBLIC SPACES PROTECTION ORDER

In exercise of the power under section 59 of the Anti-social Behaviour, Crime and Policing Act 2014 (the Act), being satisfied that the conditions set out in sections 59 of the Act have been met, the North Devon District Council (NDDC) hereby makes a Public Spaces Protection Order, in relation to Ilfracombe Harbour and adjacent streets (the Restricted Area) as outlined in red on the location plan.

The terms of the order are as follows:.

(1) Except under the express terms of a licence or lease issued by the North Devon District Council, or the written permission of the Harbourmaster or authorised Council Officer, no person shall, in the Restricted Area, engage in the soliciting of services by word of mouth or through the distribution by hand of any leaflet, pamphlet or circular, nor attach or affix any such leaflet, pamphlet or circular.

(2) Any person who, without reasonable excuse, fails to comply with the requirements of this Order commits an offence and shall be liable, on summary conviction, to a fine not exceeding level 3 on the standard scale

(3) This Order shall come into force on 1st April 2020 and shall remain in place for a period of 3 years.

Dated this

THE COMMON SEAL of NORTH DEVON DISTRICT COUNCIL was hereunto fixed In the presence of:

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Page 302 Public Document Pack Agenda Item 21a Building Control Joint Committee - 23 January 2020

NORTH DEVON COUNCIL

Minutes of a meeting of Building Control Joint Committee held at Woodlands Enterprise Centre, Pathfields Business Park, South Molton on Thursday, 23rd January, 2020 at 9.00 am

PRESENT: Members:

Councillor

Councillors Barnell, Topham and Yabsley

Officers:

Building Control Manager, North Devon Council and the Head of Planning, Economy, Regeneration, Mid Devon District Council and Accountancy Services Manager, North Devon Council.

23. APOLOGIES FOR ABSENCE

Apologies for absence were received from Councillor Deed, Solicitor and Data Protection Officer, North Devon Council, Group Manager for Financial Services, Mid Devon District Council and the Accountant, Mid Devon District Council.

24. TO APPROVE AS A CORRECT RECORD THE MINUTES OF THE MEETING HELD ON 31ST OCTOBER 2019 (ATTACHED)

RESOLVED, that the minutes of the meeting held on 31st October 2019 (circulated previously) be approved as a correct record and signed by the Chairman.

25. DECLARATIONS OF INTEREST

There were no declarations of interest announced.

26. POOLED BUDGET AND TRADING ACCOUNT FOR QUARTER 3 AS AT 31ST DECEMBER 2019. REPORT BY NORTH DEVON COUNCIL ACCOUNTANCY SERVICES MANAGER (ATTACHED).

The Joint Committee received an update by the Accountancy Services Manager in relation to the Pooled Budget and Building Control Trading Account for quarter three as at 31st December 2019 (circulated previously).

The Accountancy Services Manager highlighted the following:

 Column one detailed the nine month expenditure for both Councils.  Column two detailed the nine month actuals for both Councils.

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 Column three detailed the income split for quarter three for both Councils with a £47k contribution to North Devon Council.  Column four detailed the outturn for the year, which reported a surplus of £63k for North Devon Council at year end.

He added that at the end of quarter two the Mid Devon District Council figures were down between September and October 2019. However, the revised figures for quarter three indicated an upturn to the previous level.

The Building Control Manager advised that there had been a trading loss of £14K in September 2019 and whilst at the time it appeared to indicate a potentially problematic winter. The figures had since improved and the service was now in a better position than it was at quarter two.

27. POOLED BUDGET AND TRADING ACCOUNT ESTIMATED FULL YEAR EFFECT. REPORT BY THE ACCOUNTANCY SERVICES MANAGER (ATTACHED).

The Joint Committee received an update by the Accountancy Services Manager in relation to the Pooled Budget and Building Control Trading Account estimated full year effect (circulated previously).

The Chairman questioned whether there were any risks associated with the forecast of £63k profit for the partnership.

The Accountancy Services Manager, North Devon Council explained that if income was to drop off again this would adversely affect the estimated outturn position. He added that the Head of Resources from North Devon Council had met with the Group Manager for Financial Services from Mid Devon District Council and it was agreed that it might be prudent to put the surplus into the reserves at year end, and didn’t plan to include any accruals at the current time. He further added that if the service took the accrual at year end it could set a precedent and the same would then need to be applied for subsequent years, which would significantly impact upon the workload of the Building Control Team and a small one off windfall would be a better option.

In response to a question regarding what could be done with the surplus, he explained that it could be placed into the reserves if required. This could be addressed as part of the Council’s outturn report and be placed into an earmarked reserve for Building Control.

In response to a further question regarding whether the joint Committee would need to jointly agree a figure to be placed into the earmarked reserves. The Accountancy Services Manager, North Devon Council confirmed that would be the appropriate course of action, subject to the outturn position and any other pressures that were present at the time.

The Building Control Manager advised that the trading partnership was in credit as indicated by the financial report.

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RESOLVED, that if the financial projections for the Building Control Partnership continued, 50% of the surplus for the Partnership be placed into an earmarked reserve for the following year, subject to the outturn position.

28. BUILDING CONTROL BUSINESS UPDATE. REPORT BY BUILDING CONTROL MANAGER (ATTACHED).

The Joint Committee received an update by the Building Control Manager (circulated previously) regarding the Building Control Business Update.

The Building Control Manager highlighted the following:

 Seven Surveyors sat the Local Authority Building Control (LABC) validation of fire safety expertise examination on 19th November 2019 and of those seven surveyors five passed. The successful candidates would now be issued with an individual licence by the LABC, which would enable compliance with the Council’s quality assurance system and proposed legislation regardless of the height or complexity of developments.  The parish allocation to Surveyors had been revised, which introduced an area of responsibility for the graduate trainee and balanced the workload between the surveyors.  To date there was still only four Approved Inspectors that had failed to gain reinsurance and it appeared unlikely that there would be any further casualties at the current time.  There were 15 reversion applications for projects left without Building Control as a result of the collapse of AEDIS. The remainder of the projects either had not started or were found to be exempt works and as a result the Initial Notices had been withdrawn.  A number of the projects had now been successfully completed but there were also a number with significant contraventions including the conversion of a listed hotel into 12 flats in Ilfracombe.  The recent regulation changes resulting from the Grenfell Tower fire included a restriction on the combustibility of items attached to façade of a building including products intended to reduce heat gain. A High Court Ruling found that the regulation was not valid due to a failure to consult adequately prior to implementation and as a result the regulation had been withdrawn.  With regards to the Future Homes Standard consultation and changes to Requirement L – Conservation of fuel and power and Requirement F - Ventilation. The Building Control Manager advised that he had liaised with both North and Mid Devon Planners and was currently co-ordinating responses to that. He added that Planners believe 100% carbon emissions in production. However, Building Control were of the opinion that 100% carbon emissions should be applied at a national level, which would ensure that a type could be accepted everywhere.  The Council had a display stand at the Direct Contact Exhibitions Continued Professional Development (CPD) event at the Barnstaple Hotel on Wednesday 5th February 2020. The Council was organising a further CPD event in partnership with ARC Building Solutions for their clients and the

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provisional date for this event was Thursday 20th February 2020 and was due to be held at the Barnstaple Museum.

The Head of Planning, Economy and Regeneration, Mid Devon District Council advised that each Council would have different climate emergency response plans and their views on carbon emissions would form part of those plans. She added that planning authorities felt that it was a valuable addition to the toolkit to assist Councils in their efforts to address the climate emergency.

In response to a question regarding whether the requirement to pass the Local Authority Building Control (LABC) validation of fire safety expertise examination would be mandatory, the Building Control Manager advised that it was likely that the qualification would become a mandatory requirement in terms of the low level of licences to practice on high rise buildings.

He added that the government were looking to reduce the height of high rise buildings from 18 metres down to 15 metres. However, this would not be applied retrospectively and only applicable to new buildings.

The Head of Planning, Economy and Regeneration, Mid Devon District Council advised that the government had requested he statistics for the number of buildings that currently stood over 18 metres.

The Joint Committee wished to pass on their congratulations to the five surveyors that had passed the LABC validation of fire safety expertise examination.

29. KEY PERFORMANCE INDICATORS. REPORT BY THE BUILDING CONTROL MANAGER (ATTACHED).

The Joint Committee received an update by the Building Control Manager (circulated previously) regarding the Key Performance Indicators (KPIs).

The Building Control Manager highlighted the following:

 The service had met the targets for two major KPIs:

 Building Regulation Full Plan applications determined in two months – 100%.  Building Regulation Applications examined within three weeks – 98%.  All measures for plan check response times were met this quarter with an average first response time of eight days.  The market share for the number of applications was 72%, which was down on the target of 75%. He added that he had looked into the figures and it would appear that the service had lost out to JHAI on some of the smaller jobs within the local area. In terms of the medium market, the Council was still very strong with the market share quite evenly spread and a significant share of the larger regional developments. He added that having looked into the figures he wasn’t alarmed by the figure and advised that it were to become a long term trend the service could look to review the target figure.

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 The market share for new housing completions was 33% against a target of 40%. He explained that the figure was slightly below target due to the number of large sites under development within the Barnstaple area.

30. GOVERNMENT PROPOSALS RESULTING FROM THE HACKITT ENQUIRY - BUILDING CONTROL MANAGER TO REPORT.

The Building Control Manager advised that this item had already been covered as part of the update report in relation to the discussions surrounding the government proposal to reduce the height of high rise buildings from 18 metres down to 15 metres.

He added that there would be various briefings in July or August of 2020 as soon as any changes were announced.

31. DATES AND LOCATIONS OF FUTURE MEETINGS. TO AGREE DATES AND LOCATIONS OF FUTURE MEETINGS OF THE COMMITTEE FOR 2020/21.

The Joint Committee discussed the dates and locations of future meetings for 2019/20.

RESOLVED, that the Clerk to the Committee circulate an email with potential dates for the forthcoming year 2020/21.

Chairman The meeting ended at 10.02 am

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Page 308 Public Document Pack Agenda Item 21b Governance Committee - 7 January 2020

NORTH DEVON COUNCIL

Minutes of a meeting of Governance Committee held at Barum Room - Brynsworthy on Tuesday, 7th January, 2020 at 6.00 pm

PRESENT: Members:

Councillor Roome (Chair),

Councillors Henderson, Jenkins, Phillips and Walker

Officers:

Chief Executive, Head of Resources, Public Protection Manager, Emergency Planning Officer and Senior Solicitor/Monitoring Officer

44. APOLOGIES FOR ABSENCE

Apologies were received from Councillors Campbell, Saxby and Topps.

45. TO APPROVE AS A CORRECT RECORD THE MINUTES OF THE MEETING HELD ON 5TH NOVEMBER 2019

RESOLVED that the minutes of the meeting held on 5th November 2019 (circulated previously) be approved as a correct record and signed by the Chairman.

46. ITEMS BROUGHT FORWARD WHICH IN THE OPINION OF THE CHAIR SHOULD BE CONSIDERED BY THE MEETING AS A MATTER OF URGENCY.

a) Order of agenda

The Committee agreed to consider item 9 (Update on Business Continuity) of the agenda prior to item 6 (Asset Management).

47. DECLARATIONS OF INTERESTS.

There were no declarations of interest announced.

48. UPDATE ON BUSINESS CONTINUITY

The Public Protection Officer and Emergency Planning Officer provided the Committee with an update on Business Continuity.

The Public Protection Officer gave a brief overview of her background, and that of the Emergency Planning Officer who was a new member of staff.

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The Public Protection Officer provided the Committee with an update on Business Continuity, covering the following:

 The Council was a category 1 responder under the Civil Contingencies Act (CCA) 2004. This was the same category as that of the NHS agencies and ‘blue light’ emergency services’ (eg Police, Fire, Environment agency).  The Council was part of the Devon Emergency Planning Partnership (DEPP). The cost of this was £6,500 per annum, with a further payment of £900 towards the forum. The organisations and blue light agencies within the partnership worked closely together. An emergency could be anything from a flu pandemic to severe weather conditions; any event which could impact business continuity.  The plans currently in place were: o Business Continuity Management Policy (June 2016) o Business Incident Management Plan (July 2016) o Business Resumption Plan (which identified the critical services and the priority order for restoring these services) o Each service also had its own resumption plan (there were currently 11 such plans across the Authority).  The Council’s Licensing and Health and Safety teams had worked together to build up the information on the Authority’s website to provide a comprehensive information bank which could be used, for example, by an organisation for event planning. The works could be carried out by the user electronically without further involvement from the officers. The site provided details on noise mitigation, health and safety regulations etc. The site had been used to arrange 25 events via this new method.  The Business Continuity Plan had been in place since 2016. Critical services had been identified which would have the greatest impact on people and the environment. The Council had experience of a power outage at the Civic Centre in recent years. In that case, staff were relocated to Lynton House where space allowed.

The Emergency Planning Officer confirmed that:

 Business Continuity was the strategic capability of an organisation; providing a framework to assist recovery of critical functions in the event of disruption to the business.  It was important to ensure that the Business Continuity plans were up to date. There was a duty to plan, and action those plans, as far as practicably possible. The Authority also had a duty to provide general advice and guidance to other organisations (such as local voluntary groups). Local Authorities were the only organisations who had this additional duty under CCA 2004.

The Public Protection Officer, with reference to a report from the Business Continuity Institute, entitled “Horizon Scan report 2019” (published in January 2019), advised the Committee of the following:

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 The top three threats (most common) of the prior year (ie in 2018) were: 1. Unplanned IT and telecom outages 2. Health and Safety Incident 3. Lack of talent/key skills  The top three threats for 2019 had been: 1. Cyber-attack and data breach 2. IT and telecom outage 3. Adverse weather / natural disaster  Political change had now been listed within the top ten for the first time since 2015.  As a category 1 responder there was a need to protect the reputation of the organisation; protecting the organisation and achieve minimum impact of any threat.

The External Auditor confirmed that the audit of 2019 had identified the need for improvement and works were underway. There was a need for any plans to be thoroughly tested.

The Public Protection Manager confirmed that a corporate calendar was being created to set out the works required and schedule plan review dates and a schedule of training and exercises.

In response to questions from the Committee, the Emergency Planning Officer confirmed:

 There was a duty to ensure the plans were tested and validated. This would assist in ensuring the roles during a crisis and provide opportunities to practice.  There was a duty to review the plan regularly. The audit recommendations were the priority. A schedule of works would be drawn up. ‘Table top’ / theoretical practices were the most cost effective method. These were anticipated to be annual, with ‘live’ exercises every two years.  The duty to provide general advice to other business and voluntary organisations was usually achieved by those organisations approaching the Authority themselves and signposting on our website to business continuity resources.

In response to questions from the Committee, the Head of Resources confirmed:

 The results of the testing of the Business Continuity plans and procedures would be brought back to this committee within the MAZARS Internal Audit Progress report. The results could be presented separately if required.  Other large organisations would usually have their own plans in place. It was more likely for the mid-sized and smaller organisations to require advice. These contacted the Authority direct.  When the region had experienced heavy snow in previous years, the Authority proactively provided information to the local area via the website; creating a central hub for communications and advice.

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 The Brynsworthy Environment Centre (BEC) had a back-up power generator on site.  An update on Business Continuity could be provided to local Town and Parish Councils at a future parish forum.

The Chair advised that he was now satisfied that the Authority had adequate plans in place to protect the Authority and its business practices. The recruitment of an Emergency Planning Officer had reinforced this.

RESOLVED that the update on Business Continuity be noted.

49. ASSET MANAGEMENT PLAN

The Head of Resources provided the Committee with an update regarding the Asset Management Plan (AMP). He confirmed that:

 There was an Asset Management Plan currently in place. The value of the assets, as presented within the plan, were reported within the annual accounts.  The Asset Management Plan identified the assets and enabled them to be monitored and assessed to ensure they were being fully utilised.  The Asset System software package which was currently used to collate this information would be upgraded in 2020.  The information summarised in the AMP would be used to identify any assets which could be disposed of, or better utilised.  The AMP was used to record and assess long term liabilities and details of maintenance.

In response to questions from the Committee, the Head of Resources confirmed that:

 There was no material change to the total value of the assets held anticipated, despite fluctuations in the residential market. The majority of the assets owned were commercial, rather than residential. Over the past three years the overall value had remained at approximately £85m. The Council was not looking actively to acquire any new assets.  The assets were surveyed by the Property Team for any maintenance or repair requirements. The team would be using hand-held tablets to carry out this process in a more efficient manner than historically.

RESOLVED that the update on the Asset Management Plan be noted.

50. UPDATE ON GOVERNANCE ARRANGEMENTS

The Chief Executive provided an update on Governance Arrangements. He referred to the results of the survey which had been issued to all North Devon Council’s Councillors. The results of the survey had been circulated previously.

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The Chief Executive drew the Committee’s attention to the following:

 11 responses had been received (of a total possible 42). This was 26%.  He assumed that any Councillors who had particularly strong opinions on the matter would have completed the survey.  Of those who responded, 6 were newly elected Councillors and 5 had been Councillors prior to the May 2019 election.  When asked whether they felt engaged and involved in decision making, 73% had said yes, 27% no. This equated to 80% of the existing Councillors feeling involved, and 67% of the new Councillors.  When asked if they felt that the speed of decision-making had improved 40% said yes, 60% said there was no difference.  When asked if they felt that the quality of decision-making had improved 40% said yes, 20% said no and 40% said there was no difference.

The Chief Executive advised that in his opinion:

 The responses were mainly positive.  There were a few comments which would need to be looked at in order to help anticipate further issues. There was mention of a feeling that officers were making decisions without consulting Members. Further engagement between officers, Members and Ward Members would need to be encouraged.  The new governance arrangements had been made following consideration by the working group. The new model of operation had met the criteria of speeding up the processes and also, not to incur additional cost to the Local Authority. He did not feel that there would be any need to look at any further major changes to the new arrangements.

The Committee discussed:

 There were sometimes difficulties in obtaining answers from officers. Some had received no answers to their queries, others experienced delays. This was not the case with all departments/teams.  New Councillors had the opinion that the staff were very hardworking.  Councillors could also help to create better working relationships with the officers by coming in to the offices to meet up in person. They could also take a look at their own working practices and methods to see if they may need to be adjusted.  Council and Committee meetings were pleasant to attend and worked well.  Councillors who had been elected prior to May 2019 had found that the new system was working well and it was easier to get opinions heard. Staff also appeared more at ease and more able to speak to the Councillors and consider opinions which may have been ignored previously. The new system appeared more open.  The previous Executive system had been in situ since 2000.

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In response to questions and comments from the Committee, the Chief Executive confirmed:

 If any Councillors experienced problems or delays in obtaining information or answers from officers they should contact him direct. “Customer focus” was one of the Council’s objectives and hence any issues needed to be addressed. Talks had been taking place between the Senior Management Team in relation to customer focus.  Approximately half of the Members were new to Local Government. They had brought enthusiasm to the role which had ‘rubbed off’ on others. The new Council was working particularly well together.  An agreement had been made recently with the Lead Members to hold regular forums to discuss issues which affected Members and their wards.  Councillors needed to work as a peer group and encourage and develop together as the system could only operate with the commitment from the Councillors.

RESOLVED that the update on Governance Arrangements be noted.

51. INTERNAL AUDIT PROGRESS REPORT

The Committee considered a report by MAZARS Public Sector Internal Audit Limited regarding the Internal Audit Progress Report (circulated previously).

The Internal Auditors were unable to attend so the Committee was advised of the following in relation to the Internal Audit Progress Report by the Head of Resources:

 Three of the audits which had been outstanding from the 2018/19 plan had now been issued as draft, with the others now in progress. The conclusion of the 2018/19 plan was expected in advance of the next meeting.  The Crematorium 2018/19 report had now been issued. The report was included within the Internal Audit Progress Report.  The Civil Contingencies Plan draft report had been issued. The team were now working on the management responses. The final report would be completed by the next meeting of the Governance Committee.  The management responses to the Fraud, Bribery and Ethics National Fraud Initiative audit were ready to send to the Auditors.  Progress on the 2019/20 plan had started this week with the works on the Main Accounting System and Budgetary Control. All other Audits had either been started, or had dates programmed.

In response to questions from the Chair, the Head of Resources, and the External Auditor, confirmed that:

 MAZARS would still be responsible for any outstanding 2018/19 audits. The reports for any outstanding audits at the start of the new financial year would be provided by MAZARS who would prepare the 2019/20 audit opinion.

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 Internal and External audits would continue to meet in future, once DAP had taken on the internal audits.

RESOLVED that the Internal Audit Progress Report be noted.

52. EXTERNAL AUDIT PROGRESS REPORT AND SECTOR UPDATE

The Committee considered a report by Grant Thornton regarding the External Audit Progress Report and Sector Update (circulated previously).

The External Auditor advised the Committee of the following points as noted in the External Audit Progress Report and Sector Update:

 The report was the regular progress report which outlined the progress as at 12th December 2019.  The three criteria for the Value for Money work were: informed decision making, sustainable resource deployment and working with partners and other third parties. Details of the initial risk assessment to determine Grant Thornton’s approach would be included in their Audit Plan.  Details of upcoming events were included. Invitations for the workshop event in Plymouth had been forwarded to the Head of Resources and other relevant officers.  An increase in the complexity of Local Government financial transactions and financial reporting, along with the work undertaken in the 2018/19 audit had highlighted areas where financial reporting needed to improve. Grant Thornton were currently reviewing the impact of these changes on the costs and timings of audits.  The fee for the certification of the Housing Benefit (Subsidy) Assurance Process (HBAP) claim was £24,823. This was the original fee, of £21,253, plus two additional sets of “40+” testing each at £1,785.  A copy of the report sent to the Department for Works and Pensions (DWP) in relation to the HBAP.  The details of the errors found during the Housing Benefit (HB) audit. These errors were of a small value which resulted in a total corresponding adjustment of £857 which was unlikely to result in any repayment of subsidy or further investigation.  The report signposted an article written by Paul Dossett, Head of Local Government at Grant Thornton as to how local audit regime would remain sustainable and effective.  An article from the Institute for Fiscal Studies on “English local government funding: trends and challenges in 2019 and beyond” included the website address to enable members to check the status of North Devon against other local authorities.

RESOLVED that the External Audit Progress Report and Sector Update be noted.

53. AUDIT RECOMMENDATION TRACKER

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The Committee considered the Audit Recommendation Tracker report by the Chief Executive in respect of actions taken to address internal and external audit recommendations (circulated previously).

The Committee noted the following updates:

 Table A detailed the 16 live recommendations.  Table B confirmed that no further recommendations had been completed since the last meeting of the Committee.  Table C detailed 2 recommendations for which time extensions were being requested. It was noted that Recommendation 17 RM&CG 02 required a short extension to allow for the report to be presented to the Policy and Development Committee prior to completion.  Table D confirmed there were no outstanding Audit Recommendations.  14 AGS 02 (Table E) formed part of the works on Business Continuity and could not be finalised until those works had been completed.

RESOLVED that:

(a) the actions completed since the 6th November 2019 Committee meeting be noted;

(b) time extension be granted for those recommendations as listed in table C; and

(c) the Audit Recommendation Tracker be noted.

54. WORK PROGRAMME

The Committee considered the work programme for 2019/20 (circulated previously).

The Head of Resources advised the Committee that the item “Annual Review of the Committee’s Effectiveness” would be presented at the meeting in March 2020. This had been agreed with the Chair in order to allow additional time for the return of the questionnaires previously issued to the Committee members.

RESOLVED that Work Programme 2019/20 be noted.

Chairman The meeting ended at 7.39 pm

NOTE: These minutes will be confirmed as a correct record at the next meeting of the Committee.

8 Page 316 Public Document Pack Agenda Item 21c Harbour Board - 4 February 2020

NORTH DEVON COUNCIL

Minutes of a meeting of Harbour Board held at Ilfracombe Centre - Ilfracombe on Tuesday, 4th February, 2020 at 2.00 pm

PRESENT: Members:

Councillor Fowler (Chair)

Councillors Turton

Co-optees:

Martin Cleary, Tim Gibbs and Colin Knill

Officers:

Ilfracombe Harbour Master and Head of Resources

Also Present:

Harbour Forum Representative and Round Table Representative

36. APOLOGIES FOR ABSENCE

Apologies for absence were received from Councillors Campbell and Wilkinson.

37. TO APPROVE AS A CORRECT RECORD THE MINUTES OF THE MEETING HELD ON 12TH NOVEMBER 2019

RESOLVED that the minutes of the meeting held on 12th November 2019 (circulated previously) be approved as a correct record and signed by the Chair.

38. ITEMS BROUGHT FORWARD WHICH IN THE OPINION OF THE CHAIR SHOULD BE CONSIDERED BY THE MEETING AS A MATTER OF URGENCY

The Chair welcomed two new Co-optees to the Board, Mr Gear and Mr Gibbs, and he requested that everyone introduce themselves.

RESOLVED that item 8, Ilfracombe Birdman Event 2020 be discussed prior to item 6, Quarterly Designated Person Port Marine Safety Code Audit report.

39. DECLARATIONS OF INTEREST

The following declarations of interest were declared:

Councillor Fowler All items – personal interest as was a member of

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the Ilfracombe Yacht Club and a boat owner

Bert Gear All items – personal interest as was a member of the Ilfracombe Yacht Club

Colin Knill All items – personal interest as a trustee of the Ilfracombe Yacht Club, boat owner and Y Sail secretary

40. ILFRACOMBE BIRDMAN 2020 EVENT

The Harbourmaster updated the Board on the Ilfracombe Birdman event 2020. There had been plans submitted by the event organisers which the Harbourmaster had shared with stakeholders and whose comments were shared with the Board. The event was weather dependent for its success and the ability to extend the number of days would maximise the money raised which was put back into the community. There had been a consultation with the public and stakeholders which ended 6th January 2020. The majority of responses were positive, 77% with the remaining 23% of responses concerned over loss of business on the Harbour.

The Chair invited the Harbour Forum representative to present their statement regarding concerns they had over access to the Lundy booking office being blocked.

The Chair invited the Round table representative to address the Board and answer questions from members of the Board.

In response to the concerns raised by the Harbour Forum about access to the Lundy booking office being blocked. The Round Table representative advised that there was no intention of blocking the booking office and at the time of evening when live music took place the office would be shut.

The Head of Resources advised that the loss of turning space would cause problems for cars trying to exit the car park and, as in previous years, the loss of revenue would be a recharge, although the charity concession amount of £500 would still be in place. A further discussion with the car parks Manager would be needed to come to an agreement of the management of traffic and use of the car park over two days.

The Round table representative requested that liaison between North Devon Council and the event organisers was arranged.

RESOLVED that the Board approved of the request made by the Birdman event organisers to extend the event by one day plus with the condition that a resolution to the car park management was agreed on.

41. QUARTERLY DESIGNATED PERSON PORT MARINE SAFETY CODE AUDIT REPORT - ILFRACOMBE AND LYNMOUTH HARBOURS

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The Board Members received an update from the Head of Resources/Designated Person following the quarterly designated person audits, which were carried out at Ilfracombe on 8th January 2020 and at Lynmouth on 16th January 2020, (circulated previously).

The Designated Person confirmed that the Marine Safety Management System was working effectively and was, therefore, ensuring compliance with the Port Marine Safety Code for both Harbours.

The following updates were given:

 Ilfracombe  The two Yokohama fenders that had been stored awaiting resale had been donated to a Scottish charity and taken away  No further damage had occurred after the repointing of Stone Bench  The trialling of a non-bleach cleaning fluid had been successful and there were plans to extend its use. Cost wise the product also worked out less per unit than the currently used product. A wheeled delivery unit had been created with a 50 metre hosepipe for the delivery of the five litre drums. The area that had been tested had not had any regrowth since it was used last June  Fishing Amateur, a bid writing company from Cornwall, were helping the Fisherman’s Association to secure funds for improvement works on the Cove and inner Harbour  Works were ongoing at the Cove to repair damage sustained during the storms of November 2019. Damage to Old Quay Head, sustained at the same time had been repaired  The maintenance of Ground chains in the Harbour as well as replacement of electrical conduits was also still awaiting implementation  The footpath from the Harbour to St Nicholas Chapel was still closed to the public while repair works were carried out, opening of the path to allow access was dependent on weather conditions  The new sling type fenders, as opposed to Netted Yokohama fenders, had been ordered, this would reduce maintenance costs without affecting the operational needs of the Oldenburg  The use of Ultra High Molecular Weight Polyethylene (UHMW PE) to face the wooden pile fenders would extend their life expectancy  Lynmouth  Repairs had been carried out to steps on the port side of the harbour  Talks were still ongoing with the Environment Agency regarding replacing stone works carried out on the stone wall; a timetable of when they would be carrying out the works was still to be confirmed  The town clerk was carrying out research at the library records office to determine who was responsible for the pedestrian bridge at Lynmouth. Devon County Council had claimed responsibility but had now said Lynton and Lynmouth Town Council were the responsible authority

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42. ILFRACOMBE HARBOUR - CHARGES REVIEW 2020 - 2021

The Harbourmaster gave the Board an update on the Ilfracombe Harbour Charges review 2020-2021, (circulated previously) as follows:

 Consultation responses had been received and considered  The Yacht club were no longer taking over the running of the shower facilities. North Devon Council would remain responsible for the upkeep and running of this facility  It was requested that the Board consider not increasing visitor dues despite there now being no charge for using the shower facilities

RECOMMENDED that the Ilfracombe Harbour charges be increased by 2% for 2020-2021 with the exception of the visitor dues which would remain at the rate agreed for 2019-2020.

43. AIDS TO NAVIGATION UPDATE

The Harbourmaster provided the Board with an update on Aids to Navigation as follows:

 Poor wiring had caused two green lights to fail at the pier end of the Harbour  Two sets had failed at Stone Bench during the summer of 2019  The maintenance contract with Navmoor which started in April 2020 would cover the replacement of wiring works  On 25th February 2020 there was to be an inspection carried out by Trinity House

44. HARBOUR SECURITY UPDATE

The Harbourmaster gave the Board an update on Harbour Security as follows:

 The last security committee meeting had been held in December 2019  CCTV replacements was still ongoing but Ilfracombe Harbour had been approved to join the Hub in Barnstaple. Barnstaple Town Centre Management would be holding a meeting with all stakeholders to discuss requirements.

45. INFRASTRUCTURE UPDATE

The Harbourmaster gave the Board an update on Infrastructure as follows:

 Slipway repairs were imminent, the RNLI had to agree to the works as they covered 75% of the costs  Six beams needed repairs

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 The results of tests made by the Royal Marines on the quality of the sand were still outstanding  The Environment Agency had given the go ahead for the Harbourmaster to dredge  The Harbourmaster was hiring the use of a three tonne mini digger for the works starting at the top of the beach removing dumpy bags and to track location of the ground chains  If the use of the digger proved successful then consideration to hire in the future would be given to help with the digging out of the ground chains and Visitor moorings. At present this work was done manually and took a whole week.

46. ILFRACOMBE HARBOUR COMMUNITY FORUM

The Harbour Forum representative gave the Board an update as follows:

 The RNLI had had a very busy period over Christmas 2019, their call outs had increased to over 50 whereas in previous years they had had to respond to up to 30 call outs  The slipway was last built in 1996 and had 90 beams to replace. Two beams were to be trialled with a new edging product. The senior engineer at the RNLI had last repaired some beams 12 years ago.

47. FUTURE PROJECTS

The Harbourmaster gave the Board an update on future projects as follows:

 The Harbour’s three yearly external audit was due in April 2020. It was likely this would be undertaken by ABPmer consultancy service  The constitution was to be rewritten which would give the opportunity to include Lynmouth Harbour  The sharing of Designated Persons with Watchet meant audit checks would be biannual. The annual audit report would still be presented to the Duty Holders  Cornwall who managed 27 ports had sent through their paperwork to use as templates when drafting new documents. A workshop would be required to go over the templates and draw up the new streamlined versions of the Long term Strategy Plan, Master Plan, Business Plan and Annual report.

48. HARBOUR BOARD - DATES FOR FUTURE MEETINGS OF THE BOARD IN 2020/21

The Board considered the dates proposed and agreed the dates as follows for 2020/21:

 Tuesday, 5th May 2020 at 2 pm

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 Tuesday, 11th August 2020 at 2 pm  Tuesday, 17th November 2020 at 2 pm  Tuesday, 2nd February 2021 at 2 pm

Chair The meeting ended at 3.10 pm

NOTE: These minutes will be confirmed as a correct record at the next meeting of the Board.

6 Page 322 Public Document Pack Agenda Item 21d Licensing and Community Safety Committee - 14 January 2020

NORTH DEVON COUNCIL

Minutes of a meeting of Licensing and Community Safety Committee held at Barum Room - Brynsworthy on Tuesday, 14th January, 2020 at 10.00 am

PRESENT: Members:

Councillor Tucker (Chair)

Councillors Biederman, Cann, Chesters, Gubb, Henderson, Mack, D. Spear, L. Spear and York

Officers:

Senior Solicitor/Monitoring Officer, Public Protection Manager, Service Lead Community Safety Partnership Officer and Corporate and Community Services Officer

16. APOLOGIES FOR ABSENCE

Apologies for absence were received from Councillors Bulled, Campbell, Hunt and Orange. 17. TO APPROVE AS A CORRECT RECORD THE MINUTES OF THE MEETING HELD ON 8TH OCTOBER 2019

RESOLVED that the minutes of the meeting held on 8th October 2019 (circulated previously) be approved as a correct record and signed by the Chair. 18. DECLARATIONS OF INTEREST

The following declaration of interest was announced:

Councillor Chesters Item 7 – personal interest as owned property next to a holiday caravan site. 19. SAFEGUARDING THE VULNERABLE FROM FRAUDULENT SCAMS

The Service Lead Community Safety Partnership Officer gave the Committee a presentation regarding safeguarding the vulnerable from fraudulent scams, as follows:

 North Devon was the only Local Authority in the South West who had police officers working in their authority, this arrangement enabled effective dialogue and meant community issues were raised with officers  Courier fraud was currently a prevalent criminal activity, and was usually initiated from a cold caller impersonating a police officer or bank official. The reason for the call would be due to a ‘problem’ with

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the victim’s bank account and assistance with an ongoing police investigation was required by the victim. Any concerns about what someone was asking you to do should be shared with a family member to talk over why they were being asked to perform the task requested  It was good practice to question any phone call or email correspondence received  Neighbourhood alerts was a good way to stay informed. Sign up took a few simple steps by visiting the Devon and Cornwall Police website to access the service  Recent criminal activity had affected two Devon residents to the sum of £10,000 each. The neighbourhood alert gave information on how to keep safe and resources to link to for further information. It was advised that if you were to suffer from fraud or a scam you should report it via the 101 service by phone or email: [email protected]  The Service Lead Community Safety Partnership Officer advised he would be able to present at Town or Parish Councils and would attend a future Parish Forum event  The number of internet users in the 16 – 44 age bracket was increasing  Due to the sheer volume of scam emails sent out it only needed a few victims to succumb for the scammers to be successful  Further resources available to help keep safe from fraudsters were listed as follows: (a) Think Jessica – www.thinkjessica.com/ (b) Citizens Advice Bureau – www.citizensadvice.org.uk/ (c) Which – https://www.which.co.uk/consumer-rights/scams (d) Age UK – https://www.ageuk.org.uk/information-advice/money- legal/scams-fraud/doorstep-scams/  It was worth remembering that if something seemed too good to be true, it usually was  Online scams were a faceless crime – one would never meet the person responsible  As a priority, scams were not high on the list for the Safer Devon partnership. Not to say there was no interest in the matter just that County Lines, Modern Slavery took precedence  Getting the message out to the community about staying safe needed constant work  A number of Bitesize Briefings had been delivered and covered topics of interest, these were usually around an hour to an hour and a half in length and were useful for highlighting areas of concern and what could be done to stay safe. The presentations were given by experts and particularly useful for members who came into contact with members of the public on a daily basis

In response to a question about how frustrating it was to try and use the phone number 101, the Service Lead Community Safety Partnership Officer advised that

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email was an alternative and gave the email to use as follows: [email protected]

Councillor Biederman thanked the Service Lead Community Safety Partnership Officer for his presentation and asked if all forms of cold calling could be stopped. His concern was that the population in Devon was predominately elderly. He proposed that a letter be sent to Government highlighting the concerns North Devon had with all forms of cold-calling and the need for this to be stopped.

The Committee raised concern over the service 101 not adequately working. It was proposed that the Service Lead Community Safety Partnership Officer report back to the Police the need to resolve this.

In response to a question about how the age group who predominantly don’t use the internet could be notified about staying safe Councillor York advised Committee that the annual Council Tax bills to be send out mid-March 2020 would contain leaflets giving advice about avoiding scams.

RESOLVED that a letter be sent to the appropriate Minister raising concerns about cold calling in all its forms and calling for this to be prevented or discouraged, by way of legislation.

RESOLVED that the Service Lead Community Safety Partnership Officer report back to the Police that the 101 phone service was not working adequately and needed to be overhauled. 20. CARAVAN SITE LICENSING, FEES POLICY AND COMPLIANCE POLICY

The Public Protection Manager gave the Committee a presentation on the legislation around Camping and Caravan Site Licensing as follows:

 The Public Health Act 1936 covered tents and if land was used for the pitching of tents for more of 28 days in a calendar year planning permission was required  If a site was used for more than 42 days consecutively or 60 days in total in any 12 months there was the need for a licence to be in place  Section 269 of the Act created the need for a licence  A tent licence would contain conditions designed to protect people using the site  Conditions were based on national model standards in relation to site layout, fire precautions, and sanitary facilities etc. and could be varied or removed at any time in relation to change in circumstances  There were two main types of Caravan Site licence; residential sites and sites used for holiday purposes only  The legislation which covered caravan sites was as follows: (a) Mobile Homes Act 2013 (b) The Caravan Sites and Control of Development Act 1960 (c) Caravans Sites Act 1968 (d) Regulatory Reform (Fire Safety) Order 2005

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 In addition there were model conditions: (a) Model Standard Conditions Residential Parks 2008 (b) Model Standard Conditions Holiday Parks 1989  A clear pre-requisite to be able to issue a licence was that Planning Permission was already in place  The definition of a caravan was given at section 29 of the Caravan and Sites and Control of Developments Act 1960 and was given as; any structure designed or adapted for human habitation capable of being moved from one place to another (whether by being towed or by being transported on a motor vehicle or trailer) or any motor vehicle so designed or adapted but does not include; rolling stock on a railway system or any tent  The act was amended by Section 13 of the Caravan Sites Act 1968 to give guidance on twin units and maximum dimensions for units being 20 metres in length, 6.8 metres wide and 3.05 metres in height  This definition does cover motor homes  The definition of a caravan site was given at Section 1 (4) of the Caravan Sites and Control of Developments Act 1960 and reads as follows; “Land on which a caravan is stationed for the purpose of human habitation and land which is used in conjunction with land on which a caravan is so stationed”  Tent sites were not necessarily aware that motor homes were caravans, without the Local Authority enforcing or promoting the regulations this would have gone unchecked  Work was ongoing in-house to set up an electronic means of processing and storing applications made, this would ensure progress of applications was tracked  If a residential site had a residents association the Local Authority must consult with them as a stakeholder as well as the residents of the site. The site owner must also ensure engagement with residents was carried out  In the law a residential park home was called a relevant protected site  The Guidance was clear about existing sites with known problem areas which stated that a line would be drawn under the issues moving forward

In response to a concern about the current staffing levels coping with the additional workload, the Public Protection Manager advised the Committee that a new post had been created and the responsibility for monitoring Caravan sites and Houses in Multiple Occupation would be the main duties of the new post holder.

In response to a question about different departments not communicating with each other, the Senior Solicitor advised the Committee that in recent years there had been operations where officers from different departments had worked well together.

RESOLVED that it being 11:33 am the meeting be adjourned for a comfort break.

RESOLVED that it being 11:47 am the meeting reconvene.

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The Public Protection Manager summarised the draft caravan site licensing, fees policy and compliance policy (previously circulated) as follows:

 Previously the function of licensing residential sites came under the remit of a different department  To be able to charge fees for a service there was the need for a policy and in addition it was good practice to have a compliance policy also in place  Unlike other licensing areas a charge for pre-application advice could be made  The fees calculation table listed all the possible activities officers could expect to carry out and a charge was linked to this activity

In response to a question about why only one visit to a site in a year, the Public Protection Manager advised that the Council was being mindful not to overburden a business and felt that more than one visit would cause such a burden. The situation could be reviewed after a period of time and amended if it was felt more frequent site visits were required.

In response to a question about whether the officer time to work out if a deficit or profit had been gained was allowed for in the fees calculation, the Public Protection Manager replied no as this was not listed in the guidance as an activity that could be chargeable. To avoid any challenges the guidance had been closely followed when drafting the policies and fees.

In response to a query on a possible contradiction of wording the Public Protection Manager agreed to amend the last sentence of paragraph 4.3 of her report to read “Enforcement fees are payable by the site owners and are not to be passed onto residents”.

RESOLVED that:

(a) A six week period of consultation be undertaken on the proposed draft fees policy and compliance policy on Residential Park Home Sites,

(b) The Public Protection Manager undertakes a scoping exercise in respect of non-residential sites to ascertain an estimated number of sites across the district and formulate a strategy in terms of a suitable level of administration and enforcement, and;

(c) That a letter be sent to the appropriate Minister requesting a change to the legislation to allow for fees to be charged for holiday parks as North Devon had a large number of holiday parks. 21. POLICE AND CRIME PANEL UPDATE

Councillor Biederman updated the Committee as follows:

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 Due to the General Election and the period of purdah the meeting scheduled for November 2019 had been cancelled.  The next meeting was to take place on Friday 31st January 2020 in Plymouth. 22. CRIME AND DISORDER SUB-COMMITTEE

RESOLVED that the minutes of the meeting of the Crime and Disorder Sub- Committee (circulated previously) held on 31st October 2019 be adopted. 23. LICENSING AND COMMUNITY SAFETY SUB-COMMITTEE B: 10TH OCTOBER 2019

RESOLVED that the minutes of the meeting of the Licensing and Community Safety Sub-Committee B (circulated previously) held on 10th October 2019 be approved as a correct record and be signed by the Chair of the Sub-Committee. 24. LICENSING AND COMMUNITY SAFETY SUB-COMMITTEE C: 16TH OCTOBER 2019

RESOLVED that the minutes of the meeting of the Licensing and Community Safety Sub-Committee C (circulated previously) held on 16th October 2019 be approved as a correct record and be signed by the Chair of the Sub-Committee.

Chair The meeting ended at 12.13 pm

NOTE: These minutes will be confirmed as a correct record at the next meeting of the Committee.

6 Page 328 Public Document Pack Agenda Item 21e Policy Development Committee - 9 January 2020

NORTH DEVON COUNCIL

Minutes of a meeting of Policy Development Committee held at Barum Room - Brynsworthy on Thursday, 9th January, 2020 at 1.30 pm

PRESENT: Members:

Councillor D. Spear (Chair)

Councillors Jenkins, Mack, Walker and York

Officers:

Chief Executive, Head of Resources, Head of Environmental Health and Housing Services, Head of Place, Business Information Systems Manager, Human Resources Manager, Customer and Corporate Communications Manager and Car Parks Manager.

34. APOLOGIES

Apologies for absence were received from Councillors Campbell, Hunt, Luggar and Roome.

35. TO APPROVE AS A CORRECT RECORD THE MINUTES OF THE MEETING HELD ON 9TH DECEMBER 2019 (ATTACHED).

RESOLVED, that the minutes of the meeting held on 9th December 2019 (circulated previously) be approved as a correct record and signed by the Chair.

36. DECLARATIONS OF INTEREST.

There were no declarations of interest announced.

37. SERVICE PLANS AND PROGRESS WITH THE CORPORATE PRIORITIES.

The Chief Executive addressed the Committee, he advised that the new Corporate Plan had been adopted by the Council in September 2019. As part of the plan, the Council had identified four Corporate Priorities, which he outlined to the Committee as follows:

 To achieve financial security.  To become focussed on delivering the best for our customers.  That our environment was cherished and protected.  That we plan for North Devon’s future.

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He added that the Council’s Delivery Plan sat under the Corporate Plan and was a key part of the governance arrangements, which then fed into the service plans and then the staff appraisal system completing the “golden thread”.

He explained that the purpose of the meeting was to challenge the Heads of Service to ascertain whether they were meeting the Council’s Corporate Priorities. He then outlined the layout of the service plans and explained the headings associated with each one.

The Chair addressed the Committee and it was agreed that Car Parks should be the first area for discussion.

(a) Car Parks

The Committee welcomed the Car Parks Manager to the meeting.

The Committee considered the Service Plan for 2020/21 for Car Parks (circulated previously).

In response to questions from the Committee, the Car Parks Manager confirmed that:

 Under action 02 (new): Undertake wholescale review of parking charges and enforcement action: The service was reviewing how the systems currently operated, for example, there were plans to move to a more customer focussed approach to parking charges and enforcement. The idea being that it would allow users the amount of time paid for and remove overpayments. As part of the action, the Council would need to undertake a review of the technology as a whole. She added that the technology was available and was currently being operated by Newcastle City Council. North Devon Council were currently awaiting the delivery of a trial machine to enable testing in a car park. The new machine would allow for payment upon arrival with a simple tap of a debit card and when the customer returned to the car park, the card would need to be tapped again to enable charges for time spent in the car park.  She added that the charges were negligible and that any increased income should offset additional charges. In terms of the minimum spend of £3.30 on a credit card and the potential overhead for using such a card, she explained that this would be taken into consideration as part of the review.  To ensure that a charge to a card would not run on if a user forgot to tap the machine upon departure. She explained that measures would be put in place to set a maximum charge depending upon the individual car park.  Clear signage would be displayed in all Council owned car parks explaining that the maximum charge for the car park would be applied if the customer forgot to tap their debit card upon departure.  The Council would be exploring other providers of the online service that was currently provided by Ringo, which would also assist customers with mobility issues.

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 As part of the process the Council would be required to undertake an Equality and Impact Needs Assessment to ascertain the time taken for a customer with mobility issues to access the pay and display machines. Councillor Walker advised that she would be happy to assist the Car Parks Manager with assessment.  An update was provided by the Chief Executive and the Car Parks Manager in relation to the Chivenor Development car park. The Committee was advised that discussions were currently ongoing with the Legal Department.  The Committee discussed the shortage of resident permit parking within Barnstaple Town Centre and the Car Parks Manager advised that a review could be undertaken to ascertain residential needs within the town centre.  Following discussions in relation to encouraging footfall within Barnstaple Town Centre, the Car Parks Manager advised that there were several different mechanisms that could be utilised to encourage footfall, which could be explored.

The Head of Resources explained that as part of the Medium Term Financial Strategy there was a review of car park charges planned for the forthcoming year. However, the action had been moved to 2021/22 to allow for the Car Parks Manager to explore the various options and technology that was available to the Council.

The Chief Executive explained that meetings had been held with both the Leader and Deputy Leader of Council to look at footfall as part of the review there was a requirement for consultation with the traders within the town, which would see a change in approach to meet the needs of the customer. He added that there was a requirement to be realistic as a District Council in the way in which it approached the structure of change to serve customers.

The Committee thanked the Car Parks Manager for her attendance at the meeting.

(b) Environmental Health and Housing Services

The Committee welcomed the Head of Environmental Health and Housing Services to the meeting.

The Committee considered the Service Plan for 2020/21 for Environmental Health and Housing Services (circulated previously).

The Chair invited the Head of Environmental Health and Housing services to address the Committee and outline the main aspects of his service plan.

The Head of Environmental Health and Housing Services outlined the headlines of the service plan and answered questions from the Committee in relation to the following:

 Action 01 (New): New and additional ways of preventing homelessness: There were plans to implement a new Homelessness Prevention Policy with a new suite of options that were more accessible and cost effective for the Council to implement. There was an increasing corporate expectation to

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recover more of the money allocated. There were plans to look at new ways of preventing homelessness, which included looking at a wider range of proposals to address the issue and a report had already been taken to Senior Management Team to look at ways to reduce expenditure.  He added that the expenditure for the prevention of homelessness was currently £240K.  Whilst North Devon Council was a small authority and the customer contact centre/ housing team currently dealt with around seven new presentations for homelessness per day.  Wherever possible, the Council endeavoured to assist people to remain within their own home or provided suitable temporary accommodation.  The Council had a portfolio of eight properties, which they had purchased over the last few years and there were plans to expand the portfolio further.  Action 04 (New): The devolution of DCC’s funding for the homelessness prevention of adults: Devon County Council currently spent £1.45m a year in procuring housing support. Devon Housing Authorities were exploring with Devon County Council the potential to devolve their commissioned services to enable Districts to commission directly in order to achieve greater efficiency and effectiveness (most likely to three sub-regional commissioning localities). This was a great opportunity for North Devon Council to explore the options to provide better quality of service for the future. He added that the Devon County Council contract was discretionary.  Action 05 (New): Powers to address anti-social behaviour associated with nuisance dogs: This was a potentially extremely contentious issue and there were wider issues associated with street drinking. There were plans to implement a new Public Spaces Protection Orders under the provisions of the Anti-Social Behaviour, Crime and Policing Act 2014. The new orders would allow the Council to control and regulate powers and to include area specific restrictions on dog fouling and controlling the presence of dogs. The main objective of this action was to ensure that those two areas of control were in place prior to October 2020 when the current Public Space Protection Orders (PSPOs) expired. Officers were currently working on the consultation papers, which would be presented to the Strategy and Resources Committee for feedback and approval in due course. As part of the new order, officers were exploring the option of empowering third parties to regulate i.e. staff working for private beach owners.  06 (New): Commercialisation of aspects of the Housing Service: A number of options to commercialise aspects of the housing service have been identified. These included: The establishment of a Wholly Owned Housing Company; becoming a provider of energy efficiency measures; setting up a Home Improvement Agency and benefiting from the Governments Feed in Tariff Scheme by supporting renewable energy systems.

(c) Planning/Place

The Committee welcomed the Head of Place to the meeting.

The Committee considered the Service Plan for 2020/21 for Planning/Place (circulated previously).

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The Head of Place addressed the Committee and outlined the main headlines of his service plan.

In response to questions from the Committee, the Head of Planning/Place advised of the following:

 Action 01 (New): Future High Streets Fund Delivery – Barnstaple: Projects were being developed in line with the Town Centre Vision, the Council had been announced within the second round of the bidding process. He added that Torridge District Council had also been successful and that the project was progressing well. The outline business case was due to be submitted by March 2020. The Council would be notified in April/May 2020 if it was in receipt of capital funding of £6m. There were only 100 towns benefiting from the funding. So, the Council was very fortunate to have been successful in the bidding process.  02 (New): Develop a database to integrate natural capital into decision making as part of future sustainability appraisals: A new database was being developed in partnership with Natural England to enable the integration of natural capital into the decision making process. The database would incorporate all natural resources and would enable the integration of an understanding through an evidence base. The new database would help to inform planning decisions and support the governments pioneering 25 year Environment plan. There was also a duty to protect special areas of conservation and a levy would be taken from each new build property.  03 (New): Develop a Climate Change and Biodiversity Action Plan: The next meeting of the Climate Action Team scheduled for the 10th January 2020. The reduction in carbon footprint of North Devon Council and the district as a whole would increase biodiversity.

In response to a question regarding resistance from external groups in relation to the development of a database to integrate natural capital into decision making as part of future sustainability appraisals, the Chief Executive advised that all groups were now aligned under the “Can do” banner to work jointly on the development of a database.

The Head of Place then took the Committee through the actions that were being carried forward from the previous years and raised the following:

 ED1 2019/20: Northern Devon Futures objectives 1, 3, 4: The aim of this objective was to support the creation of a cross sectoral partnership for Northern Devon and there was a general consensus that participation should be open to whole of Northern Devon. Torridge District Council had been included in the first meeting, which was scheduled for February 2020 and would be chaired by Petroc as a neutral broker. The aim was to develop a long term vision and aspiration for the area up to 2050, there would also be an overlapping of concerns in relation to health and housing. However, the partnership would allow a better mechanism for working together for a common purpose.

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In response to a question in relation to what steps the Council was taking to address climate change, the Head of Place advised that the planning team was currently creating a template to ascertain which areas the Members wanted to pursue. There were a number of options available, which included photovoltaic panels on the roof, local generation of energy in communities together with working with local communities to explore ways to reduce their carbon footprint. There were also several other options which were still to be explored and these would take a number of years to work through.

The Chief Executive advised work within this area was in the early stages and that there were many options to be explored in terms of the energy efficiency of the Council’s public buildings for which there was an item in the Resources service plan. He added that technology had moved on in recent years and that there were now more options available to the Council. There were plans in place to replace the fleet of recycling vehicles within the next 12 months and with the development of new electric vans coming onto the market all available options would be explored. He added that there was a motion to Full Council on 15th January 2020 to re-introduce the Electricity Bill known as the Local Energy Bill and gain support from MPs to take the Bill through Parliament.

The Committee supported the Council’s approach to reducing its carbon footprint and welcomed the ideas that were discussed for future solutions.

(d) Economic Development

The Committee considered the Service Plan for 2020/21 for Economic Development (circulated previously).

The Head of Place explained that there were a number of individual initiatives within the Service Plan, which were being refreshed. These covered the areas of sector support and tourism.

The Committee thanked the Head of Place for his attendance at the meeting.

(e) Operational Services

The Committee considered the Service Plan for 2020/21 for Operational Services (circulated previously).

The Chief Executive addressed the Committee and explained that there were a number of items within the service plan. He outlined the following actions to the Committee:

 OSW01 (New): Public Conveniences Review: There were plans to undertake a review of Public Convenience allocation in conjunction with Town and Parish Councils.  OSW02 (New): Vanguard Systems Review: Undertake a full review of the service ensuring that all processes were as efficient as possible and customer focussed. This included assessing the high volume of missed collections

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together with the development of a piece of work with crew members and staff from other services within the Council to identify any issues and develop solutions moving forward to address the adverse impact upon the budget. Recommendations from this ongoing exercise were expected within the next few weeks.

In response to a question regarding facilities and technology to monitor whether a bin was put out on time, he advised that there was currently no specific technology other than the in-cab technology, which was reliant on a mobile phone signal and would not always enable the driver to input information into the system. He added that any system that the Council utilised would always be reliant on a mobile phone signal. However, he acknowledged that alternative systems could be explored. The main objective of the exercise was to address the reasons within the Council’s control and then explore any technological improvements going forward.

In response to a further question, he advised that in the event of missed collections messages were posted on the Council’s website. He added that there was a requirement to ensure that the service was robust prior to addressing any wider issues. As part of the review of public conveniences the provision of a changing places facility would be included.

 OSW3 (New): Fleet replacement: Investigate current options available for electric and hybrid powered commercial vehicles – consider these types of vehicles first when replacing fleet vehicles. There was a requirement to review the management of the fleet and how the vehicles were procured.  PRO 01 16/17: Procurement: To continue to provide support and guidance on the procurement process. This action would focus on how the Council purchased vehicles, tyres and fuel.  W&R 02 16/17: Improve Recycling Rates: Increase recycling rates by collecting more recyclable materials on the kerbside collections and reducing the amount of landfill waste collected. Investigate options to increase the range of materials that can be collected. The roll out of the three weekly collections across the district was currently on hold after it became apparent that the current system was not robust enough to manage such a change. The service would start to prepare over the next 18 months to re-introduce the three weekly service.  OS W&R 04 17/18: Improve Workforce Engagement: Workforce engagement and buy in was key to providing an excellent service and would increase morale, teamwork, reduce costs and provide excellent customer focussed service delivery.  OS W&R 05 17/18: Review Trade Waste Service: Review service to ensure all customers charged accordingly and records kept up to date. The Council might be required to employ another IT system such as Bartec or another provider.  OS W&R 06 19/20: Increase the LGV vehicle capacity from 48 to 60, this action was vital as it was important to have the maximum amount of vehicles that the Council was legally allowed on the road.

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In response to a question, the Chief Executive confirmed that the three weekly collection would be rolled out in a two or three stage process across the district, subject to Member agreement. For households that generated a large amount of rubbish there was a facility to address each situation on a case by case process with a view to a shift in habit and encourage a greater amount of recycling.

He added that the Council used social media to educate and encourage recycling across the district. As part of the three weekly trial area the Council had recycling advisors out on the street talking to local residents and educating them in relation to what could be recycled and as a direct result of that work the recycling rates increased for that area. However, since the advisors had been withdrawn the recycling rates had reduced. He advised that officers were reviewing the budgets with a view to the reintroduction of the recycling advisors as part of the business case.

The Committee thanked the Chief Executive for his update.

(f) ICT Service

The Committee considered the Service Plan for 2020/21 for the ICT Service (circulated previously).

The Business Information Systems Manager addressed the Committee and advised that the Council was about to go live with the new Skype for Business telephony system together with three new cloud contact centres. Prior to going live with Skype, all officers were given the opportunity to select an ICT device to suit their business needs. ICT moved emails to Office 365 (in the cloud) a year ago and would now start to explore other opportunities that Office 365 would present, such as Share Point and One Drive. Another key area was to revise how the Council backed-up its data together with its ability to recover in the event of e.g. a fire in the data centres or cyber-attack. The service was also exploring the use of artificial intelligence to answer frequently asked questions on the website.

She added that the Devon WAN Group for an improved connectivity solution to the Council’s sites and partners would be ending in 2021 and that the Council would need to decide whether to continue with the arrangement.

In response to a question regarding the risk of customer resilience to self-service on the website and the use of pdf forms that could be populated, she advised that there were accessibility guidelines in place which would move the Council down the route of such forms on the website. She added that the Council’s Webmaster was working with the Customer and Corporate Communications Manager to address the issue. The services would be involved in pieces of work with each department to look at income generation possibilities and the option of following a digital by design route.

The Customer and Corporate Communications Manager added that there were plans underway to develop a self-service portal. However, there were issues with existing legacy systems and their compatibility with new software. Upgrades would be made to current systems to ensure that they were more user friendly.

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In response to a question in relation to the completion of licensing forms online, she advised that the first licence had been generated through Firmstep and that there were plans to set all licensing forms in the same way going forward.

(g) Human Resources

The Committee considered the Service Plan for 2020/21 for Human Resources (circulated previously).

The Human Resources Manager addressed the Committee and outlined the following actions to the Committee:

 HR 01 (New): Implement and embed joint HR/Payroll system: The service was in the process of implementing a joint Human Resources and Payroll system, which would avoid duplication and provide a better experience for both staff and customers and would bring the Council in line with the latest technology.

The Head of Resources added that by moving to everything becoming electronic i.e. Member’s claim forms, would ensure that there was no duplication of keying in information twice as there was at the current time.

The Human Resources Manager added that new system was due to go live in April 2020 and would be rolled out in phases.

 HR 02 (New): Organisational Development: This was an ongoing action, which would explore the review of management behaviours and organisational values. The service would be looking to introduce a suite of prevention and early intervention support mechanisms such as Counselling, Occupational Health, Trauma Risk Management (TRiM) together with ongoing appropriate training and signposting.

(h) Customer and Corporate Communications

The Committee considered the Service Plan for 2020/21 for Customer and Corporate Communications (circulated previously).

The Customer and Corporate Communications Manager addressed the Committee and advised that there were several crossovers with the ICT service and Human Resources service plans.

She outlined the following actions to the Committee:

 2020/21 01: Increase number of people using self-service: The aim of this action was to look at ways to increase the number of people using self-service via the portal.  2020/21 02: Improving public perception and trust: There would be closer working with other service areas to promote services. The aim of this

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objective was to enhance the reputation of the Council together with plans to improve social media usage.  2020/21 03: Streamline feedback process: This objective was focussed on back office management and the service would be seeking a software solution to implement new processes.  2020/21 04: Implement all features of the new contact system: Focussing on the Customer Contact centre systems and different technology that could be utilised.  C&C 01 18/19: Review the Design, Print and Post service: This service was currently under review.

(i) Resources

The Committee considered the Service Plan for 2020/21 for Resources (circulated previously).

The Head of Resources outlined the following actions to the Committee:

 R 01 (New): Develop a Commercialisation Strategy that enables the Council to become more enterprising and financially sustainable: The aim of this objective was to look at ways to make the Council more commercial and to set parameters for a way forward. With the inevitable funding reductions over the next few years, there was a requirement to become more financially independent and generate an additional income stream for the Council.  R 02 (New): Roll out of Civica Web Financials across all service areas: This objective would focus on the scanning of invoices, electronic billing together with the reduction of paper and postage.  R 03 (New): Implement new Payroll (including Human Resources and the time/attendance system: The introduction of a new payroll and Human Resources system for the Council.  R 04 (New): Introducing payrolling benefits with Her Majesties Revenue and Customs (HMRC): Monthly real time information from the payroll system of taxable benefits. This reduced the requirement for P11d reporting and prior year tax codes adjustments.  R 05 (New): Implement new Council Tax support scheme for 2020/21: This had been subject to consideration by the Policy Development Committee previously and the Strategy and Resources Committee and would be adopted at Full Council on 15th January 2020.  R 06 (New): Ilfracombe Harbour and Seafront improvements: The business case for this objective had been approved for new purpose built kiosks. The next stage of the process was to relocate the historic booths to the seafront area.  R 07 (New): Investigate Renewable Energy solutions: The Property team were currently exploring ways to reduce energy consumption and make savings on current energy costs together with the potential generation of income and the reduction of the Council’s carbon footprint.

The Committee thanked the Head of Resources for his update.

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The Chief Executive invited the Committee to ask any additional questions for the Heads of Service. He advised that the service plans would be approved as part of the budget. However, he added that there was an opportunity to revisit them through the course of the year should the Committee wish to.

The Committee raised and discussed the following:

 In order to reduce the Council’s carbon footprint some work was required to establish what it was currently.

In response to a question regarding the operation and management of the Crematorium, the Chief Executive advised that the Crematorium was a success story for the Council and had been in operation since the 1970s and was managed by the North Devon Crematorium Joint Committee. He added that the Manager and his team were currently exploring other services which could be provided by the Crematorium in the future.

The Head of Resources advised that the service had recently undergone an internal audit and whereas most services within the Council achieved a substantive rating, the Crematorium had achieved a full assurance rating with no recommendations, which was the highest assurance that could be achieved.

The Chairman thanked the Senior Management Team for their attendance at the meeting.

38. WORK PROGRAMME.

The Committee considered the work programme/forward plan for 2019/20 (circulated previously).

The Head of Resources advised that the budget was set at Full Council in February of each year having first been considered by the Strategy and Resources and Policy Development Committees.

He added that all of the relevant budget related reports were due for consideration at the next meeting of the Committee on 13th February 2020.

In response to a question in relation to the reduction in funding to Town and Parish Councils, he explained each element of the funding streams and the reasons for the reduction. He added that the Council Tax base would be set on 15th January 2020 following which a letter would be sent to all Town and Parish Councils to allow them to set their own precepts.

There was a request to invite the Associate Director of Commissioning Northern and Eastern/ Planned Care and Cancer NHS Devon Clinical Commissioning Group back to attend a future meeting following his attendance at the meeting in October 2019. There was also a request to invite a representative to a future meeting to discuss the Devon Doctors out of hours service and some issues that they were experiencing with the delivery of the service.

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The Chief Executive advised that he would liaise with the Head of Environmental Health and Housing Services to seek the relevant contact information for the Devon Doctors service.

RESOLVED, that the work programme be noted.

39. TIMES OF FUTURE MEETINGS FOR 2020/21.

The Chairman addressed the Committee regarding the times of the scheduled meetings for 2020/21. He added that the times of the Committees up until the end of the current financial year had been changed to 10.00am following agreement with the members of the Committee.

He sought the views of the Committee as to whether they wished to change the times of the meeting to 10.00am into the next financial year.

RECOMMENDED, that the times of future meetings for the forthcoming financial year 2020/21 be changed to 10.00am.

Chairman The meeting ended at 3.55 pm

NOTE: These minutes will be confirmed as a correct record at the next meeting of the Committee.

12 Page 340 Agenda Item 21e Policy Development Committee - 13 February 2020 Appendix A

NORTH DEVON COUNCIL

Minutes of a meeting of Policy Development Committee held at Barum Room - Brynsworthy on Thursday, 13th February, 2020 at 10.00 am

PRESENT: Members:

Councillor D. Spear (Chair)

Councillors Campbell, Hunt, Jenkins, Mack, Walker and York

Officers:

Head of Resources and Accountancy Services Manager.

40. APOLOGIES

There were no apologies for absence received.

41. TO APPROVE AS A CORRECT RECORD THE MINUTES OF THE MEETING HELD ON 9TH JANUARY 2020 (ATTACHED).

RESOLVED, that the minutes of the meeting held on 9th January 2020 (circulated previously) be approved as a correct record and signed by the Chair.

42. DECLARATIONS OF INTEREST.

There were no declarations of interest announced.

43. NOTICE OF MOTION FROM COUNCIL ON 15TH JANUARY 2020 - MINUTE 87(B).

The Committee considered a notice of motion from Council on 24th July regarding minute 87(b).

The Chair invited the Head of Resources to address the Committee in relation to the notice of motion by Councillor Walker to Full Council.

The Head of Resources outlined that a request had been made by Councillor Walker to include a leaflet with the Council Tax Bills to raise awareness of fraud to the North Devon Council constituents. He advised that Council had considered the request. However, with the added cost of producing 50,000 leaflets together with the environmental impact it was felt that there were possibly other ways of communicating the message to the residents of the North Devon area. Options discussed included publishing awareness of new fraudulent activities on the Council’s website together with the promotion of awareness on social media.

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Councillor Walker addressed the Committee and explained that the reason that she had requested the inclusion of a leaflet was to ensure that those hard to reach residents that might not use the internet were still made aware of the potential of fraudulent activities. She added that the banks had been very pro-active in raising awareness of the potential risks to their customers and whether there might be the potential to seek sponsorship from the banks to include a leaflet with the bill for the next year.

The Head of Resources advised that the Council could work with national fraud organisations to explore the most appropriate mechanism for raising public awareness.

In response to a question regarding whether or not there were any other mass methods of communication with local residents at the same time, the Head of Resources advised that whilst there were other methods of communication the Council Tax Bill was the only paper method which currently went to all local residents.

In response to a further question regarding whether a note could be added to the Council Tax Bill, the Head of Resources advised that the contents of the bill was quite prescriptive in terms of legislation. He added that provided that the leaflets were small, there would be minimal impact upon the postage cost. The Council would be exploring the option of creating an online portal for the Council Tax Bills, which would significantly reduce the current costs associated with printing 50,000 bills.

RESOLVED:

(a) that the Council engage with national fraud organisations to explore the most appropriate mechanism for raising public awareness in relation to fraud;

(b) that the Communications Manager liaise with the local media to ascertain whether they would be prepared to publicise the risk of fraudulent activity; and

(c) that a leaflet be handed out at the North Devon show to raise awareness of the ongoing problem.

44. PERFORMANCE AND FINANCIAL MANAGEMENT QUARTER 3 OF 2019/20.

The Committee considered a report to the Strategy and Resources on 3rd February 2020 Committee by the Head of Resources together with a minute extract (circulated previously) regarding the Performance and Financial Management Quarter 3 of 2019/20.

The Accountancy Services Manager highlighted the following:

 As at 31st December 2019, the latest forecast net expenditure was £12,512,000, which produced a forecast budget surplus of £6,000. For quarter 2 there was a forecast budget deficit of £87,000, details of which were shown

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in Appendix A of the report – Variations in the Revenue Budget. The main variances supporting the £93,000 positive movement from quarter two to quarter three included savings within Temporary Accommodation and ICT Software and Devon WAN contract.  The original budget for 2019/20 included a forecast to achieve £239,000 worth of salary vacancy savings. This was reduced to £214,000 as a result of a virement in respect of the redesign of the salary pay structure. The current position forecasts that would be exceeded by £17,000.  A review of procedures and processes within Works and Recycling was carried out at quarter two and the Council set targeted spend in respect of the vehicle workshop, challenging resources across all Works and Recycling manual sections and to reduce sickness levels. As a result of these changes the Council factored in a reduction in overtime and agency costs within the quarter 2 projections. The current figures indicated that these targeted reductions were being achieved, although it would continue to be closely monitored until the end of the financial year.  The sale of recyclable material continued to be an uncontrollable variable where the Council had recently seen a reduction to zero for glass and cardboard, although the sale price of plastic had increased significantly. The continued volatility remained a risk on-going and would be monitored closely.  At the 31st December 2019, the Council was still assuming a £200,000 increase to business rates growth already factored into the budget, the growth was now estimated to be £1,702,000.  Appendix B – “Movement in reserves and balances” detailed the movements to and from earmarked reserves in 2019/20.  Appendix C – “Strategic Contingency Reserve” detailed the Strategic Contingency Reserve movements and commitments.  Appendix D – “Capital Programme”. The Budget and Financial Framework report to Executive 4th February 2019 outlined the Capital Programme for the 2019/20 financial year of £9,609,022.  Variations of £908,967 were proposed to the 2019/20 Capital Programme as detailed in paragraph 4.4.3 of the report.  Variations of £528,428 were proposed to the 2020/21 Capital Programme as detailed in paragraph 4.4.4 of the report.  Variations of £171,413 were proposed to the 2021/22 Capital Programme as detailed in paragraph 4.4.5 of the report.  The revised Capital Programme for 2019/20 taking into account the budget variations was £8,102,276.  Actual spend on the 2019/20 Capital Programme, as at 31st December 2019 was £3,795,934.  The overall Capital Programme for 2019/20 to 2021/22 was £31,275,809.  The Programme of £31,275,809 was funded by Capital Receipts (£14,082,815), External Grants and Contributions (£14,618,838) and Reserves (£2,574,156).  Once funds had been included in the Capital Programme the Constitution required a separate decision to release those funds. Accordingly the HGV ramp scheme needed the funds to be released so that spending can start within the following three months.

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 Treasury Management and Debt Management as detailed in paragraphs 4.5 and 4.6 of the report.

In response to a question regarding significant costs in Waste and Recycling, the Head of Resources advised that the quarter 2 overspends related to manpower and vehicle costs. He explained that the quarter 3 position was slightly better than the original targets that were set. However, the service was still overspending but this had levelled out and was being controlled at an acceptable level.

In response to a question regarding an increase in tax revenue as a result of business rates, the Head of Resources advised that if businesses were to expand then the amount of business rates would increase and the Council would benefit from a percentage of that growth.

The Committee noted a typographical error within recommendation 2.6 of the report, which referred to “Executive” rather than “Members”.

RESOLVED, that the decisions and recommendations of the Strategy and Resources Committee be endorsed.

45. REVIEW OF CHARGES AND FEES FOR SERVICES 2020/21.

The Committee considered a report to the Strategy and Resources Committee on 3rd February 2020 by the Head of Resources together with a minute extract (circulated previously) regarding the review of Charges and Fees for services for 2020/21.

 This year the guidance was to increase some fees and charges by 3%, although some fees were set by statute and these would be set nationally. Other variations to the 3% increase were set out in 4.3 to 4.8.  Building Control fees had been set to recoup the cost of providing the services. It was recommended by the Joint Building Control partnership to keep the fees at the 2019/20 levels, which was detailed in appendix B of the report.  Trade Waste had reviewed the Holiday homes packages and removed packages 1 and 3, replacing the weekly collections with fortnightly collections for holiday homes, which was detailed in appendix C of the report.  Land Charges fees had been set to recoup the cost of providing the service, without changing the current fees the land charges service was still budgeted to recover all the costs and break even, as detailed in appendix D.  There were minimal changes to the Environmental Health fees, as the majority of these were set by statue or set to recover costs. The changes included amendments to the Dangerous Wild Animals, Zoo and residential caravan site licence fees.  Although the Pannier Market fees had recommended to be increased by 3% it was proposed that the additional £5,000 received was earmarked to be spent on the Pannier Market.  Garden waste charges had not had an increase for 3 years and it proposed not to increase the fees for the fourth year running.  The net changes in the charges were expected to result in £28,250 of additional income, which had been included within the draft 2020/21 budget.

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In response to question regarding charges applied by the Council for bulky waste collections and whether exceptions could be made in certain circumstances to avoid an increase in fly tipping, the Head of Resources confirmed that the service used to be provided by the Council free of charge. He added that whilst exceptions to the charges were not provided at the current time, it was possible to explore the possibility in the future.

RESOLVED, that the decisions and recommendations of the Strategy and Resources Committee be endorsed.

46. REVENUE BUDGET 2020/21, CAPITAL PROGRAMME AND MEDIUM TERM FINANCIAL STRATEGY 2020-2024.

The Committee considered a report to the Strategy and Resources Committee on 3rd February 2020 by the Chief Financial Officer together with a minute extract (circulated previously) regarding Revenue Budget 2020/21, Capital Programme and Medium Term Financial Strategy 2020-2024.

The Head of Resources highlighted the following:

 Government settlement December 2019. The provisional 2020-21 settlement (included the Rural Services Delivery Grant) was £3.317m. In cash terms this was £48,000 more than 2019/20 (1.5% increase) in line with last year. The Fair Funding Review had been delayed by one year until April 2021. The New Homes Bonus in-year allocation had been allocated for 2020/21 only. There were no legacy payments on the 2020/21 allocation. The Government was intending to consult on the future of housing incentive in spring 2020 to move towards a new, targeted approach. The Rural Services Delivery Grant matched the 2019/20 level. Council Tax levels for District Councils could be increased by up to 2% or £5 whichever was higher. The referendum in relation to Council Tax levels for Town and Parish Councils had been deferred.  The reduction in Government funding for 2012/13 to 2020/21. Funding had reduced from £28.1bn to £18.5bn (34%) to 2019/20. There were potential significant changes to core funding from the Government from 2021/22 onwards and the Council needed to put plans in place to become more commercial and improve efficiencies across the whole Council.  Medium Term Financial Plan (2019-23) approved by Council in February 2019 was based on a number of financial assumptions about the future which included: funding from Central Government, retained Business Rates income and future Council Tax levels, cost pressures and saving plans, and contributions to and from reserves (e.g. vehicle replacement). The forecast budget gap as at this time last year from 2021/22 onwards was outlined.  New Homes Bonus changes introduced in 2017 and potential changes for 2021/22 year onwards.  New Homes Bonus provisional level of funding to 2020/21. The level of funding for 2019/20 was £1,445,670. The Medium Term Financial Plan assumed £1.446m, therefore there was an additional £391,000. It was

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recommended that £250,000 be placed into a reserve for transformation and delivery of the corporate plan. For 2021/22 the projected income was £814,531, therefore was a potential reduction of over £1m funding on the current level. For 2022/23 the projected income was £434,860, therefore was potential reduction of over £1.4m funding on the current level. There was uncertainty around future funding and design of the new scheme for 2021/22.  The 2020/21 Business Rate retention forecast income was £1.986m. The 2020/21 draft budget (above baseline funding) included £1.658m income. Reform of Local Government funding from 2021/22 onwards.  Local Government Finance funding reforms which included: Spending Review for the period 2021/22; a review of relative needs and resources; Business Rates retention pilots; Business Rates baseline reset; Fair Funding review; New Homes Bonus review; reforms to Local Government funding would change the level of resources available and impact on the revenue budget; indicative allocations would be announced in Autumn 2020.  Council Tax levels for 2019/20 Band D properties had been increased by £5.33 (equivalent to 2.99%). For 2020/21 Rural Councils could increase levels by up to 2% or £5 (whichever higher). By increasing the level by £5 for 2020/21 would increase NDC’s proportion of Council Tax for Band D properties from £183.35 to £188.35 (increase of 2.73%). Devon County Council could increase its proportion of Council Tax by up to 2% and an additional 2% for Adult Social care.  Strategic Grants (Appendix B) – it had been recommended that the level of strategic grants not be reduced. The Medium Term Financial Plan supported the principle of a planned reduction for 2020/21 of around 9%, however the Government finance settlement had been slightly better than forecast, therefore no reduction was recommended for 2020/21.  Draft Revenue Budget 2020/21 which included: cost pressures and savings; options to balance the budget and how it would be funded. Business rates retention and New Homes Bonus were both at risk of change for 2021/22 year onward.  Draft Revenue Budget 2020/21 (Appendix A) showed a balanced budget and assumed:

 2.73% (£5.00) increase in Council Tax (each 1% equated to circa £63,000).  Strategic Grants have not been reduced as originally planned.  Parish Grants removed following report and decision made by Strategy and Resources Committee on 4 November 2019 and replaced with new Climate and Environment Grants scheme for smaller Parish Councils outlined in January 2020.  Additional one-off core Government funding placed into a Transformation Reserve to deliver the Corporate Plan.

 Reserves (Appendix C). General fund balance forecast level at 31 March 2021 was £1.161m (8.7% of net budget). The recommended level was between 5-10%. Earmarked reserves forecast level at 31 March 2021 was £3.336m. In compliance with the Local Government Act 2003, the Chief

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Financial Officer assured the Committee of the robustness of the estimates and the adequacy of the proposed financial reserves.  Medium Term Financial Strategy 2020-24 was based on a number of financial assumption about the future which included: funding from Central Government; retained Business Rates income and future Council Tax levels; cost pressures and savings plans; and contributions to and from reserves (e.g. vehicle replacement). Paragraph 5.1.5.6 outlined the assumption on loss of core funding and New Homes Bonus. Paragraphs 5.1.5.8 and 5.1.5.11 in the report provided further detail on the budget gap and what was not included. Appendix D detailed the modelled financial projections.  Capital Programme for 2019/20 to 2022/23. Investment plans for 2019/20 to 2021/22 totalled £31.276m. 5 business cases for capital funding had been submitted. The cost to the Council was £1.936m. The Project Appraisal Group had scored all of the business cases as “high”. The Watersports Centre potential funding bid had not been included and would be presented to a future Committee. Business cases had been submitted for the following projects:

 Online consultation software system  ICT projects 22-23  Vehicle replacement  Boyton House re-furbishment  Disabled Facility Grants

 The projects would be funded by earmarked reserves (£0.553m) and the borrowing need would increase by £1.383m.  Future year borrowing costs had been included in the Medium Term Financial Plan. The borrowing costs would increase to £1.278m by 2023-24 (an increase of £0.578m). Borrowing costs increase would be offset by the Leisure Centre maintenance savings and new Leisure Centre contract revenue subsidy income (£0.496m). Without any further capital receipts in addition to the amount that had been forecast already, it was estimated that borrowing costs could increase to £1.480m in 2029-30 due to additional future year vehicle and ICT replacements.  Draft Capital Programme (Appendix E). The total Capital Programme 2019-20 to 2022-23 was £34.191m which would be recommended to Council for approval on 26 February 2020.  How the total Capital Programme 2019-20 to 2022-23 would be funded.  Projected underlying need to borrow in accordance with the 10 year Capital Strategy.  Risks identified that could affect financial plans.  Timeline – Council at its meeting on 15 January 2020 approved the Council Tax base; the budget and capital programme would be considered by the Committee on 3 February 2020 and Policy Development Committee on 13 February 2020; Council on 26 February 2020 to consider the approval of the budget and capital programme and setting of Council Tax.

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In response to a number of questions, the Head of Resources advised the following:

 With regards to the potential for reducing New Homes Bonus payments for homes built on appeal, he advised that this related to planning appeals and that it was not currently included in the New Homes Bonus scheme.  In relation to whether the Council would receive a share of any renewable energy business rates following the potential for installation of solar panels in its car parks, he advised that it would be dependent on the individual value of the car park rates.  With regards to the government becoming aware of any potential income that the Council made, he advised that the government needed to be aware of the potential budget gap and risks that the Council was faced with.  In relation to the potential impact on District Councils from County Councils who were struggling to support social services, he advised that the government would redistribute the core grant money where the priority of need was greatest.  Regarding any potential risk to changes of local government re-organisation, he advised that devolved government had been in the background for quite a while. However, any work in that area had been delayed by the ongoing BREXIT situation. The government might now review the potential for the amalgamation of district Councils or closer working with its neighbouring organisations.  Any unspent Community Councillor Grant money would be put back into the general budget. If there was any residual balance at the end of the year it could be added to the Climate and Environmental Grants or a separate reserve budget.  The Car Parks Manager was in the early stages of reviewing the system for car park payments with a view to undertaking a complete review once all avenues had been explored. The charges would remain as they were at the present time.  Officers were currently in the process of developing a Commercialisation Strategy, which would be presented in April/May 2020. The Council had already purchased eight properties for temporary accommodation and would continue to develop their property portfolio together with projects such as tree planting and other environmental initiatives as opportunities arose.

RESOLVED, that the decisions and recommendations of the Strategy and Resources Committee be endorsed.

The Committee expressed their appreciation to the Head of Resources and his team for their continued hard work in preparing the budget.

47. TREASURY MANAGEMENT STRATEGY STATEMENT 2020/21.

The Committee considered a report to the Strategy and Resources Committee on 3rd February 2020 by the Chief Financial Officer together with a minute extract (circulated previously) regarding the Treasury Management Strategy Statement 2020/21.

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The Head of Resources highlighted the following:

 The Council was required to receive and approve three reports each year which included: Prudential and treasury indicators and treasury strategy (first report), Mid-Year Treasury Management report (second report) and an Annual Treasury report (third report).  The Council’s investment priorities were security of funds first, portfolio liquidity second and then yield, (return).  The Capital Prudential Indicators 2020-21 to 2022-23 as detailed in paragraph 5.1.  The Council’s Capital Financing Requirement projections as detailed in paragraph 5.2.  Core funds and expected investment balances as detailed in paragraph 5.3.  Minimum revenue provision (MRP) policy statement as detailed in paragraph 5.5. The MRP was based on the estimated life of the assets in accordance with the regulations.  Current portfolio position and borrowing levels would increase as detailed in paragraph 6.1. No difficulties were envisaged in the repayment of borrowing.  Treasury indicators limits to borrowing activity and the operational boundary as detailed in paragraph 6.2.  The majority of investment returns were short-term.  Appendix B would be superseded by the Commercialisation Strategy when this comes forward.  Economic background as detailed in Appendix C.

RESOLVED, that the decisions and recommendations of the Strategy and Resources Committee be endorsed.

48. 10 YEAR CAPITAL STRATEGY 2020-2030.

The Committee considered a report to the Strategy and Resources Committee on 3rd February 2020 by the Chief Financial Officer together with a minute extract (circulated previously) regarding the 10 year Capital Strategy 2020-2030.

The Head of Resources highlighted the following:

 Prior to 2019, the Council only reviewed capital expenditure and financing over a short period of 2-3 years. The revised Prudential and Treasury Management code required all local authorities to prepare a Capital Strategy.  The capital strategy document covered the ten year period from 2020 to 2030 and would be reviewed annually by Full Council prior to each financial year.  The Council’s Capital Project Governance and appraisal process as detailed in paragraph 4.3 of the report.  The Capital Strategy for years 2020/21 to 2023/24 (Medium Term) as detailed in paragraph 4.4 of the report.

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 The Capital Strategy for years 2024/25 to 2029/30 (Long Term) as detailed in paragraph 4.5 of the report.  The Watersports Centre potential funding bid had not been included in the Strategy and would be presented to a future Committee.

In response to a question regarding why there was no forecast expenditure for vehicle replacement in 2027-28 and 2028-29, the Head of Resources advised that the purchase date depended upon the lifespan of the vehicle, which was six to seven years. As the majority of vehicles owned by the Council were purchased at similar times they would need to be replaced at the same time.

In response to a further question regard the option of leasing vehicles as opposed to purchasing, the Head of Resources advised that the Council would be exploring the alternative leasing option to ascertain whether it was more cost effective than purchasing new vehicles. He added that this would be explored further as part of the overall review of Waste and Recycling Services.

RESOLVED, that the decisions and recommendations of the Strategy and Resources Committee be endorsed.

49. WORK PROGRAMME.

The Committee considered the work programme/forward plan for 2019/20 (circulated previously).

The Chair invited the Corporate and Community Services Officer to address the Committee.

The Corporate and Community Services Officer advised that at the previous meeting there a request to invite the Associate Director of Commissioning Northern and Eastern/Planned Care and Cancer NHS Clinical Commissioning Group back to attend a future meeting following his attendance at the Committee in October 2019. At the previous meeting the Committee also discussed a request to invite a representative to a future meeting to discuss the Devon Doctors out of hour’s service. However, there was no formal resolution to agree this and it would need to be resolved in order to proceed with the invitations.

The Chairman welcomed the suggestion and also added that there were some ongoing issues with the closure of pharmacies and requested that it be added to the work programme for discussion at a future meeting.

A further request was made to invite the Crematorium Manager to attend a future meeting to discuss the continuing traffic issues associated with the construction of new houses.

RESOLVED:

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(a) that the Associate Director of Commissioning Northern and Eastern/Planned Care and Cancer NHS Clinical Commissioning Group be invited to attend a future meeting of the Committee;

(b) that a representative to a future meeting to discuss the Devon Doctors out of hours service and some issues that they were experiencing with the delivery of the service;

(c) that the closure of pharmacies be added to the work programme for discussion at a future meeting; and

(d) that Crematorium Manager to attend a future meeting to discuss the continuing traffic issues associated with the construction of new houses.

Chair The meeting ended at 12.24 pm

NOTE: These minutes will be confirmed as a correct record at the next meeting of the Committee.

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NORTH DEVON COUNCIL

COUNCIL: 26TH FEBRUARY 2020

RECOMMENDATIONS OF THE STRATEGY AND RESOURCES COMMITTEE HELD ON 6TH JANUARY 2020

Minute 86 (c): Approval and Release of Section 106 Public Open Space Funds – Instow and Braunton

RESOLVED:

(a) That £3,672.86 be allocated to Parochial Church Council of Instow towards enhancement of the play area;

(b) That £347.31 be allocated to North Devon Environment Trust towards audio/visual improvements at the Braunton Countryside Centre;

RECOMMENDED:

(c) That Council vary the capital programme by £4,020.17 and that funds be released, subject to a Funding Agreement upon such terms and conditions as may be agreed by the Senior Solicitor, for external projects.

RECOMMENDATIONS OF THE STRATEGY AND RESOURCES COMMITTEE HELD ON 3RD FEBRUARY 2020

Minute 98 (d): Approval and Release of Section 106 Funds – Berrynarbor

RESOLVED:

(a) That £5,274.32 be allocated to Berrynarbor Parish Council towards the refurbishment of Manor Hall;

(b) That £7,593.10 be allocated to Berrynarbor Parish Council towards the provision of new play equipment at Manor Hall;

(c) That £9,074.58 be allocated to Berrynarbor Parish Council towards the provision of new play equipment at the Recreation Field;

RECOMMENDED:

(d) That Council vary the capital programme by £21,942 and that funds be released, subject to a Funding Agreement upon such terms and conditions as may be agreed by the Senior Solicitor, for external projects.

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Minute 101: Council Tax Discounts

RECOMMENDED that Council makes the following determinations in relation to the classes of dwellings set out below for the financial year commencing 1 April 2020 :

(a) Class A and Class B

Unoccupied and furnished properties Set a 0% discount, thereby levying full council tax

(b) Classes A and B do not include any dwelling – a) Which consists of a pitch occupied by a caravan or a mooring occupied by a boat b) Where a qualifying person in relation to that dwelling is a qualifying person in relation to another dwelling in England, Wales or Scotland which is job related c) Which for a qualifying person is job related where that person is a qualifying person in relation to another dwelling in England, Wales or Scotland

(c) Class C

Unoccupied and substantially unfurnished properties Set a discount of 100%, for up to three months.

(d) For the purpose of Class C, in considering whether a dwelling has been unoccupied for any period, any one period, not exceeding six weeks, during which it was occupied shall be disregarded;

(e) Properties which have been unoccupied and substantially unfurnished for over two years, levy the empty home premium of 200% of the normal liability;

(f) Properties which have been unoccupied and substantially unfurnished for over five years, levy the empty home premium of 300% of the normal liability;

(g) That from April 2021 properties which have been unoccupied and substantially unfurnished for over ten years, levy the empty home premium of 400% of the normal liability.

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NORTH DEVON COUNCIL

Minutes of a meeting of Strategy and Resources Committee held at Barum Room - Brynsworthy on Monday, 6th January, 2020 at 10.00 am

PRESENT: Members:

Councillor Worden (Chair)

Councillors Barker, Lane, Lofthouse, Patrinos, Pearson, Prowse, L. Spear, Wilkinson and Yabsley

Officers:

Chief Executive, Head of Resources, Senior Solicitor/Monitoring Officer, Parking Manager, Public Protection Manager, Project and Procurement Officer, Service Lead - Environmental Protection, Lead Officer - Planning Policy, Economic Development Officer and Service Lead Housing Market Balance

Also Present:

Councillors D. Spear, Tucker and Mack

77. APOLOGIES FOR ABSENCE

Apologies for absence were received from Councillor Leaver. 78. TO APPROVE AS A CORRECT RECORD THE MINUTES OF THE MEETING HELD ON 2ND DECEMBER 2019 (ATTACHED).

RESOLVED that the minutes of the meeting held on 2nd December 2019 (circulated previously) be approved as a correct record and signed by the Chair. 79. DECLARATIONS OF INTERESTS.

The following declarations of interest was announced:

Councillor Pearson Item 9: Personal and Prejudicial interest as a Member of Ilfracombe Town Council.

The Chief Executive advised that as Councillor Pearson’s interest arose out of her membership of Ilfracombe Town Council that she may, with the consent of the Chair remain in the room and participate in the discussion but may not participate in the vote taken on the matter.

The Chair gave permission for Councillor Pearson to participate in the discussion on item 9 on the agenda.

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80. BATSWORTHY CROSS WINDFARM

The Committee considered a joint report by the Head of Environmental Health and Housing Service and Service Lead Environmental Protection (circulated previously) regarding an update on the current status of the Council’s regulation of the noise related planning conditions associated with Batsworthy Cross Windfarm further to the report that was presented to the Committee on 4th November 2019.

The Service Lead Environmental Protection highlighted the following:

 Officers’ had received representations from the Operator concerning certain aspects of the meteorological data used in the noise assessments to date.  These representations confirmed that the Operator was not contesting the outcome of the assessments to date, but that they believed the wind speed reference location needed considering further.  The Operator had requested a meeting with Officers to discuss this and agree an appropriate way forward to achieve compliance.  Officers were currently reviewing the position in light of advice having been received from the Council’s acoustic consultant concerning this representation and seeking internal legal opinion to help determine an appropriate way to proceed. Feedback had not yet been received.  Further to the Committee meeting held on 4th November 2019, a community meeting had now been rescheduled for 14th January 2020 and that Councillors Ley and Yabsley would be attending. The meeting would be held at Brynsworthy Environment Centre.

In response to questions from Members, the Service Lead Environmental Protection confirmed that Officers from the Planning team were seeking internal legal opinion in relation to the Operator’s request regarding the wind speed reference location. A meeting would be held with the Operator following the receipt of internal legal advice and Councillors Ley, Worden and Yabsley would be invited to attend.

With the consent of the Chair, Jane Faust addressed the Committee and explained how wind speed was measured on site and where wind speed was measured was critical.

In response, the Service Lead Environmental Protection advised that Officers were of the view that the current noise monitoring was undertaken in accordance with planning conditions. Officers were seeking internal legal opinion regarding whether the Operator could pursue a change in the wind speed reference location and apply to vary the planning condition. Noise compliance monitoring at six locations close to Batsworthy Cross Windfarm had confirmed compliance with the noise related planning conditions at five of these six locations. Exceedance of the noise limits in the sixth location had been confirmed.

The Chief Executive advised that there was no facility within the Council’s Constitution for public speaking at the Committee, however the Chair had given permission for representations to be made at this meeting. The appropriate time for further discussions to take place with Officers would be at the community meeting on

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14th January 2020. He was aware of a number of FOI and EIR requests, but these had been dealt with. He stated that the Council had not acted unlawfully as alleged. If it had, this would be reviewed by the Monitoring Officer and reported to Council if required.

RESOLVED that the current position regarding the Council’s regulation of the noise related planning conditions associated with Batsworthy Cross Windfarm be noted. 81. STATEMENT OF COMMUNITY INVOLVEMENT

The Committee considered a report by the Lead Officer Planning Policy (circulated previously) regarding the draft North Devon Statement of Community Involvement.

The Lead Officer Planning Policy highlighted the following:

 The Council adopted its current Statement of Community Involvement in January 2015 and a review was now required both as a result of the age of the document and to reflect changes to statutory requirements significantly in respect of neighbourhood planning.  It outlined how the Council would engage with the local community and other stakeholders in the preparation and review of development plan documents and supplementary planning documents; and the decision making process associated with planning and other applications. The document had been produced in partnership with Torridge District Council, who were preparing a similar separate document.  The revised document was broadly similar to the current document. The main points of difference related to: o New national requirement to outline proposed support and engagement for preparation of neighbourhood plans o Further references to use of social media o Removing the requirement for an additional stage, to that required by legislation, on consulting on a draft plan prior to its publication for further consultation.  Following public consultation, a further report would be brought back to the Committee prior to its adoption.

In response to a question, the Lead Officer Planning Policy advised that the document set out the roles and responsibilities for the local community and the Council at each stage of neighbourhood planning. There were no proposed changes in the level of support provided by the Council to local communities.

The Committee suggested that a briefing note should be provided for local communities detailing Government resources and funding that was available for neighbourhood planning. It was also suggested that administrative support provided by the Council to local communities to assist with the neighbourhood planning process should be revisited.

RESOLVED that the draft North Devon Statement of Community Involvement be approved for 6 weeks public consultation.

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82. SUPPLEMENTARY PLANNING DOCUMENTS

The Committee considered a report by the Lead Officer Planning Policy (circulated previously) regarding the amended Rural Workers’ Dwellings and Leadengate Design Guide Supplementary Planning Documents.

The Lead Officer Planning Policy highlighted the following:

 The Council previously adopted a number of Supplementary Planning Documents (SPDs) which supplemented the old North Devon Local Plan.  Consequently new SPDs needed to be prepared to reflect and supplement the new policies in the North Devon and Torridge Local Plan.  The first three SPDs had been prepared jointly with Torridge District Council and published for public consultation in September which included the Rural Workers’ Dwellings, Leadengate Design Guide and Air Quality.  A summary of the responses received in relation to the Rural Workers’ Dwellings and Leadengate Design Guide SPDs were detailed in Appendices A and B.  A summary of the responses received and an amended version of the Air Quality SPD would be brought to a future meeting.  Following adoption, SPDs would be treated as material considerations in determining relevant planning applications.

RESOLVED that the two amended Rural Workers’ Dwellings and Leadengate Design Guide SPDs as set out in appendices C and D be formally adopted as supplementary planning documents and treated as material considerations in determining relevant planning applications. 83. ILFRACOMBE DOTTO

The Committee considered a report by the Economic Development Officer (circulated previously) regarding the Ilfracombe Dotto train.

Councillor Pearson declared a personal and prejudicial interest in the above item. The Chair gave Councillor Pearson permission to remain in the room and speak, but not vote.

RESOLVED that:

(a) the Dotto be leased to Ilfracombe Town Council and power be delegated to the Chief Executive to agree the terms of the lease in consultation with the Lead Member for Economy and failing any agreement to delegate power to the Chief Executive to dispose of the Dotto with receipts being earmarked for capital projects within Ilfracombe; and

(b) Ilfracombe Town Council be requested to provide an update report on the operation of the Dotto train service following the

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end of the first season. 84. ELECTRIC VEHICLE CHARGE POINTS COLLABORATION AGREEMENT

The Committee considered a report by the Parking Manager (circulated previously) regarding the signing of the Electric Car Charging Points collaboration agreement.

The Parking Manager highlighted the following:

 Funding had been received by Devon County Council (DCC) from the European Regional Development fund on a match funding basis.  Approval to participate in the Devon County Council led project was granted by an urgent decision of the Executive on 6th November 2018.  The sites previously identified for this project have been reviewed and the site now identified for the Electric Vehicle car charging points included: Cattle Market car park in Barnstaple, Wilder Road car park in Ilfracombe and the central car park in South Molton.

In response to questions, the Parking Manager advised the following:

 There were other providers who supplied charging points at no cost to the local authority.  The deadline for signing the collaboration agreement for the Devon Low Carbon Energy and Transport Technology Innovator was November 2019. If the Council wished to proceed the Committee was required to give authority at this meeting to sign up to the collaboration agreement as the procurement process would be commencing this week. A meeting had been scheduled with Western Power this week to look at sites and a meeting had been arranged with suppliers in February 2020.  If the Committee was of the view not to sign up to the collaboration agreement, then a procurement exercise would need to be commenced to look at alternative providers.

In response to questions, the Head of Resources advised the following:

 The rental income for the three car parks from the provider would be £3,000 per annum and would be a four year payback on the Council’s match funding contribution. The provider would pay the electricity charge.  The Council would continue to receive the car parking income.  The period of lease for each site was 10 years.

RESOLVED that:

(a) The Council sign up to the collaboration agreement for the Devon Low Carbon Energy and Transport Technology Innovator;

(b) That the potential sites where the Electric Vehicle Charging Points should be installed be as follows:

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Cattle Market car park, Barnstaple Wilder Road car park, Ilfracombe Central car park, South Molton

(c) That the Parking Manager investigate alternative options for nil cost providers for the installation of Electric Vehicle car charging points. 85. NEW CLIMATE AND ENVIRONMENT GRANTS SCHEME FOR PARISH COUNCILS 2020-2023

The Committee considered a report by the Head of Resources (circulated previously) regarding the new Climate and Environment Grants Scheme for Parish Councils 2020-2023.

The Head of Resources highlighted the following:

 Following the decision by the Committee on 4th November 2019 to approve an annual contribution of £20,000 for the next 3 years to an earmarked reserve in order that smaller Parishes could apply for funding for specific projects with a strong emphasis on sustainability and countering climate change, a draft policy for the financial years 2020/21 to 2022/23 had been formulated together with an application form.  The draft policy included: the purpose of the scheme and how the funding could be used by Parish Councils; detailed the Parish Councils which were eligible to apply which had a population of less than 1000; two funding rounds with the deadlines for the receipt of applications ending on 31st August and 31st January. Up to 50% of the total fund may be allocated for each funding round; evidence to be provided by Parish Councils; types of grants that could not be supported; details of how to apply; processing procedure and decision making process; any unallocated funds would be rolled-over to the following financial year. The final year for the roll over of unallocated funds to the next financial year would be 2021/22. Any underspend from the financial year 2022/23 would not be rolled over.

In response to a question, the Head of Resources advised that a review of public conveniences was scheduled to be undertaken and a report would be brought back to the Committee in due course.

RESOLVED that the Climate and Environment Grants Scheme for Parish Councils for 2020-23 and application form be adopted and implemented with effect from 1st April 2020, subject to the approval of the Revenue budget by full Council in February 2020. 86. APPROVAL AND RELEASE OF SECTION 106 PUBLIC OPEN SPACE FUNDS - INSTOW AND BRAUNTON

The Committee considered a report by the Project, Procurement and Open Space Officer (circulated previously) regarding the allocation of section 106 public open space funds to projects in Instow and Braunton.

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The Project, Procurement and Open Space Officer highlighted the following:

 St John’s Parochial Church Council play area safety surfacing. Instow had limited equipped play space due to its topography and this project would provide new safety surfacing for the public play area at All Saints Chapel Community Centre.  North Devon Environmental Trust, Braunton Countryside Centre – this project would provide audio visual equipment to support sessions within the centre. The project would use the remaining funds from the section 106 agreement for the development at Land off Higher Park Road, Braunton.

RESOLVED:

(a) That £3,672.86 be allocated to Parochial Church Council of Instow towards enhancement of the play area;

(b) That £347.31 be allocated to North Devon Environment Trust towards audio/visual improvements at the Braunton Countryside Centre;

RECOMMENDED:

(c) That Council vary the capital programme by £4,020.17 and that funds be released, subject to a Funding Agreement upon such terms and conditions as may be agreed by the Senior Solicitor, for external projects. 87. REVIEW OF NORTH DEVON COUNCIL'S SEX ESTABLISHMENT POLICY

The Committee considered a report by the Public Protection Manager (circulated previously) regarding a review of North Devon Council’s Sex Establishment policy.

The Public Protection Manager highlighted the following:

 The Council had adopted a licensing policy for sex establishments in 2011. The policy had been reviewed in 2014.  There had been no relevant legislative changes subsequent to the last review, and there have been no comments received in terms of the policy requiring amendment. As such, the only proposals for updates were largely administrative in nature.  The policy would be kept under review.

RESOLVED that the draft Sex Establishment Policy as detailed in Appendix A of the report be approved.

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88. EXCLUSION OF PUBLIC AND PRESS AND RESTRICTION OF DOCUMENTS

RESOLVED:

(a) That, under section 100A(4) of the Local Government Act 1972, the public and press be excluded from the meeting for the following item as it involved the likely disclosure of exempt information as defined by Paragraph 3 of Part 1 of Schedule 12A of the Act (as amended from time to time), namely information relating to the financial or business affairs of any particular person (including the authority holding that information);

(b) That all documents and reports relating to the item be confirmed as “Not for Publication”. 89. THE LYNTON COMPLEX

The Committee considered a report by the Service Lead Affordable Housing (circulated previously) regarding the Lynton Complex.

RESOLVED that Option A, as detailed in the report, be agreed in principle for the Lynton Complex.

Chairman The meeting ended at 11.26 am

NOTE: These minutes will be confirmed as a correct record at the next meeting of the Committee.

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NORTH DEVON COUNCIL

Minutes of a meeting of Strategy and Resources Committee held at Barum Room - Brynsworthy on Monday, 3rd February, 2020 at 10.00 am

PRESENT: Members:

Councillor Worden (Chair)

Councillors Barker, Lane, Leaver, Lofthouse, Patrinos, Pearson, Prowse, L. Spear and Yabsley

Officers:

Chief Executive, Head of Resources, Senior Solicitor/Monitoring Officer, Accountancy Services Manager, Project and Procurement Officer and Head of Place

Also Present:

Councillors D. Spear, Tucker and York

90. APOLOGIES FOR ABSENCE

Apologies for absence were received from Councillor Wilkinson. 91. TO APPROVE AS A CORRECT RECORD THE MINUTES OF THE MEETING HELD ON 6TH JANUARY 2020 (ATTACHED).

In pursuance to minute 80, Councillor Yabsley advised that he had sought assurance from officers that he would be involved and kept informed of the process in relation to the operator achieving compliance with the noise related planning conditions associated with Batsworthy Cross Windfarm and would report back to the Committee.

RESOLVED that the minutes of the meeting held on 6th January 2020 (circulated previously) be approved as a correct record and signed by the Chair. 92. DECLARATIONS OF INTERESTS.

There were no declarations of interest announced. 93. PERFORMANCE AND FINANCIAL MANAGEMENT QUARTER 3 OF 2019/20

The Committee considered a report by the Head of Resources (circulated previously) regarding the Performance and Financial Management report for Quarter 3 of 2019/20.

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The Accountancy Services Manager highlighted the following:

 As at 31st December 2019, the latest forecast net expenditure was £12,512,000, which produced a forecast budget surplus of £6,000. Quarter 2 forecast a budget deficit of £87,000. Details were shown in Appendix A – Variations in the Revenue Budget. The main variances supporting the £93,000 positive movement from quarter two to quarter three included savings within Temporary Accommodation and ICT Software and Devon WAN contract.  The original budget for 2019/20 included a forecast to achieve £239,000 worth of salary vacancy savings. This was reduced to £214,000 as a result of a virement in respect of the redesign of the salary pay structure. The current position forecasts this will be exceeded by £17,000.  A review of procedures and processes within Works and Recycling was carried out at quarter two and a targeted spend had been set in respect of the vehicle workshop, challenging resources across all Works and Recycling manual sections and to reduce sickness levels. As a result of these changes a reduction in overtime and agency costs was factored within the quarter 2 projections. The current figures indicated that these targeted reductions were being achieved, although it would continue to be closely monitored until the end of the financial year.  The sale of recyclable material continued to be an uncontrollable variable where there had recently been a reduction to zero for glass and cardboard, although the sale price of plastic had increased significantly. The continued volatility remained a risk on-going and would be monitored closely.  At the 31st December 2019, a £200,000 increase to business rates growth had already been factored into the budget, the growth was now estimated to be £1,702,000.  Appendix B – “Movement in reserves and balances” detailed the movements to and from earmarked reserves in 2019/20.  Appendix C – “Strategic Contingency Reserve” detailed the Strategic Contingency Reserve movements and commitments.  Appendix D – “Capital Programme”. The Budget and Financial Framework report to Executive 4th February 2019 outlined the Capital Programme for the 2019/20 financial year of £9,609,022.  Variations of £908,967 were proposed to the 2019/20 Capital Programme as detailed in paragraph 4.4.3 of the report.  Variations of £528,428 were proposed to the 2020/21 Capital Programme as detailed in paragraph 4.4.4 of the report.  Variations of £171,413 were proposed to the 2021/22 Capital Programme as detailed in paragraph 4.4.5 of the report.  The revised Capital Programme for 2019/20 taking into account the budget variations was £8,102,276.  Actual spend on the 2019/20 Capital Programme, as at 31st December 2019 was £3,795,934.  The overall Capital Programme for 2019/20 to 2021/22 was £31,275,809.

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 The Programme of £31,275,809 was funded by Capital Receipts (£14,082,815), External Grants and Contributions (£14,618,838) and Reserves (£2,574,156).  Once funds had been included in the Capital Programme the Constitution required a separate decision to release those funds. Accordingly the HGV ramp scheme needed the funds to be released so that spending can start within the following three months.  Treasury Management and Debt Management as detailed in paragraphs 4.5 and 4.6 of the report.

In response to a question regarding variations to the Capital Programme in relation to the Leisure Centre project, the Accountancy Services Manager advised that the funds had been included within the Capital Programme following approval by full Council and calculation of the final costs for the project.

In response to questions, the Head of Resources advised the following:

 There was a slight increase in the level of outstanding Council Tax as a result of an increase in the number of people being billed due to the Council Tax Reduction scheme. The Council billed approximately £50m per annum. The collection of Council Tax was in line with the target of between 97-98%.  There had been an increase in the number of write offs. This was mainly due to an increase in insolvency cases and voluntary arrangements whereby the Council had to write off the outstanding debt. The Council billed approximately £35m for business rates and combined with Council Tax the Council had approximately £90m debt to collect. In comparison to the total amount of overall debt, the outstanding amount for collection was relatively small.  The Council had a recovery process in place to collect outstanding debt and some cases were taken to court to seek a liability order.  If a customer passed away, the outstanding debt would be written off.  The movement in aged debt from 2018 to 2019 included circa £180,000 in relation to housing deposits and £1,270,000 for planning Section 106 fees, for which there are payment plans in place for these areas of debt.  It was not anticipated that the number of insolvency cases would decrease, however the Government was providing assistance to businesses by providing additional rate relief.  The Council worked with individual customers in relation to payment plans and instalment plans were agreed in some circumstances.  The acquisition of the sub lease interest at Plot 1, Seven Brethren bank, Barnstaple had been completed and the final cost had been included within the capital programme. These costs included any works required to be undertaken.  Works to the Pannier Market roof had been delayed as a specialist team was required to undertake the works. Works were due to commence in 2020/21 and may need to continue into 2021/22. There was a need to plan the works carefully in relation to VAT implications.

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 Officers were in the process of contacting the tenant of the public house that the Council owned in Castle Street in relation to works that the Council needed to undertake and discuss long term plans.  Targeted spend had been set in relation to the vehicle workshop and the resources within the Works and Recycling service to reduce costs. Although the costs had reduced, an overspend of £222,000 was forecast for the end of the financial year.  Following a report presented to the Executive in April 2019 in relation to the Watersports Centre project, the Project Team had undertaken a significant amount of work to explore alternative options in order to reduce the funding gap. The options had been informally presented to the Ward Members and Ilfracombe Town Council. It was anticipated that a report outlining the options would be presented to the Committee in April 2020. The report would also include revenue streams to offset borrowing implications.  The updates in relation to service plan actions detailed in Appendix E were in relation to the service plans for 2019/20. Outstanding actions would be included within the service plans for 2020/21. The Quarter 4 report would include revised completion dates and updated progress notes.  The number of Disabled Facility Grants completed and monies paid (Service Plan action LEHH019, Appendix E) was a cumulative figure. The completion number had increased as the Council was now working with North Devon Homes, some funds had been re-circulated through the Devon fund which had enabled the team have more resources to assist with the processing of applications.

The Chief Executive advised that as part of the “Vanguard” process causes of overtime spend were being analysed. It was anticipated that once the causes had been identified, these would be addressed within the next few weeks. A robust service needed to be in place prior to consideration of moving to a three weekly waste collection service. A report would be brought to the Committee at the appropriate time.

RESOLVED:

(a) That the actions being taken to ensure that performance is at the desired level be noted;

(b) That the contributions to/from earmarked reserves be approved as detailed in paragraph 4.2 of the report;

(c) That the movements on the Strategic Contingency Reserve (paragraph 4.3) be noted;

(d) That funds be released for the capital schemes listed in paragraph 4.4.12;

(e) That the sections dealing with Treasury Management (section 4.5), and Debt Management (sections 4.6 and 4.7) be noted;

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RECOMMENDED:

(f) That the variations to the Capital Programme 2019/20 to 2021/22 (paragraphs 4.4.3 to 4.4.5) be approved. 94. REVIEW OF CHARGES AND FEES FOR SERVICES 2020/21

The Committee considered a report by the Head of Resources (circulated previously) regarding the review of Charges and Fees for Services 2020/21.

The Head of Resources highlighted the following:

 It was proposed that the fees and charges be increased by 3% which was in line with inflation with the exception of the services outlined in paragraphs 4.3 to 4.8 in the report.

In response to questions, the Head of Resources advised the following:

 The review of the Trade Waste Service from Holiday homes had been reviewed replacing the weekly collections with fortnightly collections. This was to align the service with others part of the Waste and Recycling service. However, clarification would be sought as to whether customers had been consulted on the proposed changes to the frequency of collections and the reason for the proposed change. This information would be presented to the Policy Development Committee at its meeting on 13th February 2020 and circulated to Councillors prior to Council on 26th February 2020.  The charges for the collection of Trade Waste were still competitive. The Trade Service would be reviewed as part of the Works and Recycling Service Plan for 2020/21 to ensure that the service was more efficient and fees covered the costs of the provision of the service. Once this review had been completed work would be undertaken to promote the service.  The Barnstaple Town Centre Manager sat on the Pannier Market Traders Committee. There was currently no Councillor appointed to the Committee.

The Chief Executive advised that previously the Leader of the Council informally sat on the Pannier Market Traders Committee and that a formal appointment of a representative on the Committee would be made if required.

RECOMMENDED:

(a) That there be a 3% increase in fees for 2020/21 financial year, for the following services:

Allotments – Appendix A Trade Waste – Appendix C Cemetery fees – Appendix F Sports pitches – Appendix G Pannier Market Charges (subject to consultation with the traders committee) Appendix H

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Bulky Collections – Appendix I

(b) That the remaining fees be varied by the elements outlined in paragraphs 4.3 to 4.8 in the report. 95. REVENUE BUDGET 2020/21, CAPITAL PROGRAMME AND MEDIUM TERM FINANCIAL STRATEGY 2020-2024

The Committee considered a report by the Head of Resources (circulated previously) regarding the Revenue Budget 2020-21, Capital Programme and Medium Term Financial Strategy 2020-2024.

RESOLVED that as part of the budget setting process that in future a briefing be arranged for the Committee to gain a full understanding prior to formal consideration of the budget.

The Head of Resources highlighted the following:

 Government settlement December 2019. The provisional 2020-21 settlement (included the Rural Services Delivery Grant) was £3.317m. In cash terms this was £48,000 more than 2019/20 (1.5% increase) in line with last year. The Fair Funding Review had been delayed by one year until April 2021. The New Homes Bonus in-year allocation had been allocated for 2020/21 only. There were no legacy payments on the 2020/21 allocation. The Government was intending to consult on the future of housing incentive in Spring 2020 to move towards a new, targeted approach. The Rural Services Delivery Grant matched the 2019/20 level. Council Tax levels for District Councils could be increased by up to 2% or £5 whichever was higher. The referendum in relation to Council Tax levels for Town and Parish Councils had been deferred.  The reduction in Government funding for 2012/13 to 2020/21. Funding had reduced from £28.1bn to £18.5bn (34%) to 2019/20. There were potential significant changes to core funding from the Government from 2021/22 onwards and the Council needed to put plans in place to become more commercial and improve efficiencies across the whole Council.  Medium Term Financial Plan (2019-23) approved by Council in February 2019 was based on a number of financial assumptions about the future which included: funding from Central Government, retained Business Rates income and future Council Tax levels, cost pressures and saving plans, and contributions to and from reserves (e.g. vehicle replacement). The forecast budget gap as at this time last year from 2021/22 onwards was outlined.  New Homes Bonus changes introduced in 2017 and potential changes for 2021/22 year onwards.  New Homes Bonus provisional level of funding to 2020/21. The level of funding for 2019/20 was £1,445,670. The Medium Term Financial Plan assumed £1.446m, therefore there was an additional £391,000. It was recommended that £250,000 be placed into a reserve for transformation and delivery of the corporate plan. For 2021/22 the projected income was £814,531, therefore was a potential reduction of over £1m funding on the current level. For 2022/23 the projected income was £434,860, therefore was

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a potential reduction of over £1.4m funding on the current level. There was uncertainty around future funding and design of the new scheme for 2021/22.  The 2020/21 Business Rate retention forecast income was £1.986m. The 2020/21 draft budget (above baseline funding) included £1.658m income. Reform of Local Government funding from 2021/22 onwards.  Local Government Finance funding reforms which included: Spending Review for the period 2021/22; a review of relative needs and resources; Business Rates retention pilots; Business Rates baseline reset; Fair Funding review; New Homes Bonus review; reforms to Local Government funding would change the level of resources available and impact on the revenue budget; indicative allocations would be announced in Autumn 2020.  Council Tax levels for 2019/20 Band D properties had been increased by £5.33 (equivalent to 2.99%). For 2020/21 Rural Councils could increase levels by up to 2% or £5 (whichever higher). By increasing the level by £5 for 2020/21 would increase NDC’s proportion of Council Tax for Band D properties from £183.35 to £188.35 (increase of 2.73%). Devon County Council could increase its proportion of Council Tax by up to 2% and an additional 2% for Adult Social care.  Strategic Grants (Appendix B) – it had been recommended that the level of strategic grants not be reduced. The Medium Term Financial Plan supported the principle of a planned reduction for 2020/21 of around 9%, however the Government finance settlement had been slightly better than forecast, therefore no reduction was recommended for 2020/21.  Draft Revenue Budget 2020/21 which included: cost pressures and savings; options to balance the budget and how it would be funded. Business rates retention and New Homes Bonus were both at risk of change for 2021/22 year onward.  Draft Revenue Budget 2020/21 (Appendix A) showed a balanced budget and assumed: o 2.73% (£5.00) increase in Council Tax (each 1% equated to circa £63,000). o Strategic Grants have not been reduced as originally planned. o Parish Grants removed following report and decision made by Strategy and Resources Committee on 4 November 2019 and replaced with new Climate and Environment Grants scheme for smaller Parish Councils outlined in January 2020. o Additional one-off core Government funding placed into a Transformation Reserve to deliver the Corporate Plan.  Reserves (Appendix C). General fund balance forecast level at 31 March 2021 was £1.161m (8.7% of net budget). The recommended level was between 5-10%. Earmarked reserves forecast level at 31 March 2021 was £3.336m. In compliance with the Local Government Act 2003, the Chief Financial Officer assured the Committee of the robustness of the estimates and the adequacy of the proposed financial reserves.  Medium Term Financial Strategy 2020-24 was based on a number of financial assumption about the future which included: funding from Central Government; retained Business Rates income and future Council Tax levels; cost pressures and savings plans; and contributions to and from reserves (e.g. vehicle replacement). Paragraph 5.1.5.6 outlined the assumption on

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loss of core funding and New Homes Bonus. Paragraphs 5.1.5.8 and 5.1.5.11 in the report provided further detail on the budget gap and what was not included. Appendix D detailed the modelled financial projections.  Capital Programme for 2019/20 to 2022/23. Investment plans for 2019/20 to 2021/22 totalled £31.276m. 5 business cases for capital funding had been submitted. The cost to the Council was £1.936m. The Project Appraisal Group had scored all of the business cases as “high”. The Watersports Centre potential funding bid had not been included and would be presented to a future Committee. Business cases had been submitted for the following projects: o Online consultation software system o ICT projects 22-23 o Vehicle replacement o Boyton House re-furbishment o Disabled Facility Grants  The projects would be funded by earmarked reserves (£0.553m) and the borrowing need would increase by £1.383m.  Future year borrowing costs had been included in the Medium Term Financial Plan. The borrowing costs would increase to £1.278m by 2023-24 (an increase of £0.578m). Borrowing costs increase would be offset by the Leisure Centre maintenance savings and new Leisure Centre contract revenue subsidy income (£0.496m). Without any further capital receipts in addition to the amount that had been forecast already, it was estimated that borrowing costs could increase to £1.480m in 2029-30 due to additional future year vehicle and ICT replacements.  Draft Capital Programme (Appendix E). The total Capital Programme 2019- 20 to 2022-23 was £34.191m which would be recommended to Council for approval on 26 February 2020.  How the total Capital Programme 2019-20 to 2022-23 would be funded.  Projected underlying need to borrow in accordance with the 10 year Capital Strategy.  Risks identified that could affect financial plans.  Timeline – Council at its meeting on 15 January 2020 approved the Council Tax base; the budget and capital programme would be considered by the Committee on 3 February 2020 and Policy Development Committee on 13 February 2020; Council on 26 February 2020 to consider the approval of the budget and capital programme and setting of Council Tax.

In response to questions, the Head of Resources advised the following:

 50% growth forecast income for Business Rates above baseline was the net growth in changes in business rates.  The new Climate Environment Grant scheme contribution of £20,000 would be included within the Strategic Grants appendix presented to Council on 26th February 2020. Consideration could be given at year end to any underspend from the Community Councillors Grant scheme being placed into a reserve.  It was anticipated that the Commercialisation Strategy would be brought to the Committee for consideration at its meeting in April 2020.  The forecast budget was prudent and included the potential risks identified.

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 The Council had lobbied the Government through the Rural Services Network on fairness of the rural and urban finance settlement.  Universal Credit did not have a direct cashable cost on the Council, however had a potential impact on homelessness. Measures had been implemented to reduce costs for the provision of temporary accommodation.  The level of earmarked reserves changed. However, as the Chief Financial Officer he was satisfied with the level of reserves currently held.

In response to questions, the Chief Executive advised that the changes to the ICT infrastructure did not result in an immediate direct cashable benefit to the Council. However, the direct impact was in relation to the number of ways that customers could contact the Council and less telephone calls to the Customer Services centre. There was currently an increase in demand in contact to the Customer Services centre, which was being investigated. The Council needed to adopt a more commercial approach to bridge the funding shortfall to enable the Council to continue to provide core services.

RESOLVED:

(a) That the latest forecast for Budget 2019-20 and the proposed contributions to earmarked reserves be noted;

(b) That the Chief Financial Officer’s assurance on the adequacy of the reserves and the robustness of the budget in paragraph 5.1.4.5 of the report be noted;

(c) That the Chief Financial Officer’s highlighted areas of risk identified within the budget process set out in paragraphs 5.1.4.6 and 5.3 of the report be noted;

(d) That the latest Medium Term Financial forecast for 2020-2024 as shown in paragraph 5.1.5 of the report be noted;

(e) That subject to approval of (i) below, that funds are released for the capital schemes listed in paragraph 5.2.2 of the report;

RECOMMENDED:

(f) That there be an increase of 2.73% in the level of Council Tax charged by North Devon Council for 2020-21 (in accordance with the revised referendum limit ability of £5.00 per Band D property) with a Band D Council Tax level of £188.35;

(g) That the actions identified in sections 5.1.2 to 5.1.4 of the report, which were required to ensure a balanced budget was achieved and therefore recommend to Council the approval of 2020-21 General Revenue Account Budget;

(h) That the Medium Term Financial Strategy 2020-2024, in

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paragraph 5.1.5 of the report, as part of the Policy Framework be adopted;

(i) That the Capital Programme 2019-20 to 2022-23 as highlighted in paragraph 5.2 of the report be approved. 96. ADJOURNMENT OF MEETING

RESOLVED that the meeting be adjourned to enable a five minute comfort break.

RESOLVED that it being 12.30 pm, the meeting be reconvened. 97. ORDER OF AGENDA

RESOLVED that item 14 be considered prior to item 9 on the agenda. 98. APPROVAL AND RELEASE OF SECTION 106 PUBLIC OPEN SPACE FUNDS - BERRYNARBOR

The Committee considered a report by the Project, Procurement and Open Space Officer (circulated previously) regarding the allocation of section 106 public open space funds towards projects in Berrynarbor.

The Project, Procurement and Open Space Officer highlighted the project details as detailed in paragraphs 4.1 to 4.3 and the financial implications as detailed in paragraphs 5.1 to 5.3 of the report.

RESOLVED:

(a) That £5,274.32 be allocated to Berrynarbor Parish Council towards the refurbishment of Manor Hall;

(b) That £7,593.10 be allocated to Berrynarbor Parish Council towards the provision of new play equipment at Manor Hall;

(c) That £9,074.58 be allocated to Berrynarbor Parish Council towards the provision of new play equipment at the Recreation Field;

RECOMMENDED:

(d) That Council vary the capital programme by £21,942 and that funds be released, subject to a Funding Agreement upon such terms and conditions as may be agreed by the Senior Solicitor, for external projects. 99. TREASURY MANAGEMENT STRATEGY STATEMENT 2020/21

The Committee considered a report by the Chief Financial Officer (circulated previously) regarding the Treasury Management Strategy Statement 2020-21.

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The Head of Resources highlighted the following:

 The Council was required to receive and approve three reports each year which included: Prudential and treasury indicators and treasury strategy (first report), Mid Year Treasury Management report (second report) and an Annual Treasury report (third report).  The Council’s investment priorities were security of funds first, portfolio liquidity second and then yield, (return).  The Capital Prudential Indicators 2020-21 to 2022-23 as detailed in paragraph 5.1.  The Council’s Capital Financing Requirement projections as detailed in paragraph 5.2.  Core funds and expected investment balances as detailed in paragraph 5.3.  Minimum revenue provision (MRP) policy statement as detailed in paragraph 5.5. The MRP was based on the estimated life of the assets in accordance with the regulations.  Current portfolio position and borrowing levels would increase as detailed in paragraph 6.1. No difficulties were envisaged in the repayment of borrowing.  Treasury indicators limits to borrowing activity and the operational boundary as detailed in paragraph 6.2.  The majority of investment returns were short-term.  Appendix B would be superseded by the Commercialisation Strategy when this comes forward.  Economic background as detailed in Appendix C.

RECOMMENDED that the Treasury Management Strategy Statement, Minimum Revenue Provision Policy Statement and Annual Investment Statement 2020/2021, including the Treasury Management and Prudential Indicators for 2020/21 to 2022/23, be approved. 100. 10 YEAR CAPITAL STRATEGY 2020-2030

The Committee considered a report by Chief Financial Officer (circulated previously) regarding the 10 Year Capital Strategy 2020 to 2030.

The Head of Resources highlighted the following:

 Prior to 2019, the Council only reviewed capital expenditure and financing over a short period of 2-3 years. The revised Prudential and Treasury Management code required all local authorities to prepare a Capital Strategy.  The capital strategy document covered the ten year period from 2020 to 2030 and would be reviewed annually by Full Council prior to each financial year.  The Council’s Capital Project Governance and appraisal process as detailed in paragraph 4.3 of the report.  The Capital Strategy for years 2020/21 to 2023/24 (Medium Term) as detailed in paragraph 4.4 of the report.

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 The Capital Strategy for years 2024/25 to 2029/30 (Long Term) as detailed in paragraph 4.5 of the report.  The Watersports Centre potential funding bid had not been included in the Strategy and would be presented to a future Committee.

RECOMMENDED that the Capital Strategy 2020/21 to 2029/30 be approved. 101. COUNCIL TAX DISCOUNTS

Councillors Lane, Prowse and Yabsley declared personal interests in the above item as benefit from Council Tax discounts as owned properties that were empty.

The Committee considered a report by the Revenues and Benefits Manager (circulated previously) regarding Council Tax Discounts relating to certain properties for the financial year commencing 1 April 2020.

The Head of Resources highlighted the following:

 Section 12 (2) of the Local Government Finance Act 2012 allowed local authorities to set a council tax rate for long term empty properties of up to 200% of the normal liability. A ‘long term empty property’ must have been unoccupied and substantially unfurnished for at least two years  From 1 April 2020 the Rating (Property in Common Occupation) and Council Tax (Empty Dwellings) Act 2018 enabled Councils to charge a maximum of 300% of the normal liability against property that has been unoccupied and unfurnished for at least 5 years.  From 1 April 2021 the Act also enabled Councils to charge a maximum of 400% of the normal liability against property that had been unoccupied and unfurnished for at least 10 years.  The changes were a drive by Government to bring empty properties back into use.

RECOMMENDED that Council makes the following determinations in relation to the classes of dwellings set out below for the financial year commencing 1 April 2020 :

(a) Class A and Class B

Unoccupied and furnished properties Set a 0% discount, thereby levying full council tax

(b) Classes A and B do not include any dwelling –

a) Which consists of a pitch occupied by a caravan or a mooring occupied by a boat b) Where a qualifying person in relation to that dwelling is a qualifying person in relation to another dwelling in England, Wales or Scotland which is job related c) Which for a qualifying person is job related where that

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person is a qualifying person in relation to another dwelling in England, Wales or Scotland

(c) Class C

Unoccupied and substantially unfurnished properties Set a discount of 100%, for up to three months.

(d) For the purpose of Class C, in considering whether a dwelling has been unoccupied for any period, any one period, not exceeding six weeks, during which it was occupied shall be disregarded;

(e) Properties which have been unoccupied and substantially unfurnished for over two years, levy the empty home premium of 200% of the normal liability;

(f) Properties which have been unoccupied and substantially unfurnished for over five years, levy the empty home premium of 300% of the normal liability;

(g) That from April 2021 properties which have been unoccupied and substantially unfurnished for over ten years, levy the empty home premium of 400% of the normal liability. 102. DEVON AND SOMERSET FIRE AND RESCUE AUTHORITY - JUDICIAL REVIEW

The Chief Executive advised that the item had been placed on the agenda for consideration following the notice of motion put forward by Councillor Patrinos at the Council meeting on 20 November 2019 whereby it had been resolved that the Council earmark a £3,000 contribution to the funding of a potential Judicial Review. The Devon and Somerset Fire and Rescue Authority had now taken its decision which had been made public. The proposals for Barnstaple fire station had been delayed and the other proposed changes were not at the scale as proposed as part of the consultation.

Councillor Patrinos advised that the proposals had not been implemented as anticipated. It had been agreed that two fire stations would be closed, both of which were located in East Devon. However, it was anticipated that further changes would be proposed in the future and that the Council needed to be prompt in terms of funding a potential Judicial Review.

Councillor Yabsley declared a personal interest as a Members of Devon and Somerset Fire and Rescue Authority.

RESOLVED that the present position in relation to Devon and Somerset Fire and Rescue Authority and potential further changes would be proposed in the future be noted.

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103. CONTINUATION OF MEETING

RESOLVED that it being 1.00 pm that the meeting continue in order for the remaining business to be transacted. 104. MEMORANDUM OF UNDERSTANDING JOINT VENTURE WITH NORTH DEVON HOMES

The Committee considered a report by the Head of Resources (circulated previously) regarding a proposed Memorandum of Understanding with North Devon Homes.

The Head of Resources highlighted the following:

 A report was presented to Executive on 5 June 2017, advising of the assets and Estates preferred option to dispose. It was agreed that the Head of Resources be given delegated power to dispose of the listed assets through whichever method deemed appropriate bearing in mind the need to ‘obtain best value’.  In a report to Leadership on 23 July 2018 the Estate officers advised that the surplus assets had been re-evaluated led by recent changes in the Council’s requirements to deliver short and long term Temporary Accommodation (TA) for homeless households, in accordance with its responsibilities under the Housing Act 1996 and Children Act 2004, where the Council must establish a suitable stock of its own accommodations. The initial desk top exercise included reviewing surplus assets against the costs of purchasing land and to support our case to land bank and “hold off” disposal in order to maximise the potential from our own assets. The second task reviewing potential joint partnerships with North Devon Homes (NDH) for the Council to develop/secure the Council’s long term objectives for TA. Reviewing our surplus assets it was identified that NDH had a number of sites which adjoined our land, creating a common interest.  The obligations on NDH would be to take on the initial steps to facilitate the redevelopment, including the initial risk and costs; such as carrying out all relevant investigations into the likelihood of obtaining planning. To date on all potential sites, NDH have already submitted pre-planning applications and feedback had been positive.  The projects would be completely self-financing with NDH taking on risk and any upfront costs. If any unforeseen costs were identified then this will be picked up in the viability study.  Approvals on each agreed scheme would need to be agreed by both the Council and NDH.  The draft Memorandum of Understanding contained in Appendix A of the report.  Agreed schemes as detailed in Schedule 1 of the Memorandum of Understanding.

Councillor Worden confirmed that the Lead Member for Housing was supportive of the report and Memorandum of Understanding.

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In response to questions, the Head of Resources advised the following:

 Clarification would be sought regarding the leaseholder’s area of land on the site of Pill Garden, Braunton.  The term “surplus” asset was an accounting terminology which the Council was required to use in its accounts.  Allotments at Merryside Villas, Witheridge had not been used for a long time.  For all schemes, the Council would be looking at the long term benefit for the Council.

In response to questions, the Chief Executive advised that:

 Any schemes would go through the development phase and presented to the Committee for agreement.  The Council was working with NDH as owned adjoining land to the schemes identified and also had the same ethos as the Council in relation to climate change. Consideration would also be given to using some land for wild flower meadows etc.

RESOLVED:

(a) That the contents of this report, appendix A outlining the Memorandum of Understanding and that individual development schemes would be subject to further reports being presented to the Committee be noted;

(b) That delegated power be given to the Head of Resources to agree the Memorandum of Understanding with North Devon Homes and that this non-binding Memorandum of Understanding (MoU) sit over the arrangement to set out the principles that govern how both parties would work together as a Joint Venture. 105. THE FUTURE HOMES STANDARD: 2019 CONSULTATION ON CHANGES TO PART L (CONSERVATION OF FUEL AND POWER) AND PART F (VENTILATION) OF THE BUILDING REGULATIONS FOR NEW DWELLINGS

The Committee considered a report by the Head of Place (circulated previously) regarding the Future Homes Standard 2019 consultation on changes to Part L (conservation of fuel and power) and Part F (ventilation) of the building regulations for new dwellings.

The Head of Place highlighted the following:

 The Government’s 2019 Spring Statement included a commitment that, by 2025, they will introduce a Future Homes Standard for new build homes to be futureproofed with low carbon heating and ‘world-leading’ levels of energy efficiency. Energy efficiency requirements for new homes were set by Part L (Conservation of Fuel and Power) and Part 6 of the Building Regulations.

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 The consultation document sets out the Government’s plans for achieving the Future Homes Standard, including proposed options to increase the energy efficiency requirements for new homes in 2020 as a stepping stone to the Future Homes Standard.  A draft response to the consultation was detailed in Appendix A. The Building Control team had been consulted and provided responses which had been included within the draft response.

Councillor Lane declared a personal interest as a developer.

In response to a question, the Head of Place advised that the Council would wait until the regulations had been made and then consider whether to produce a Supplementary Planning Document.

RESOLVED that Officers submit on behalf of the Council the draft consultation response document as detailed in Appendix A in response to the “Future Homes Standard: 2019 Consultation on Changes to Part L (Conservation of Fuel and Power) and Part F (Ventilation) of the Building Regulations for New Dwellings”.

Chair The meeting ended at 1.27 pm

NOTE: These minutes will be confirmed as a correct record at the next meeting of the Committee.

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