Business plan
for the
Norwich City
Council and
Homes and
Communities
Agency
strategic
partnership
Third revision
April 2013 to March 2014
Maxine is someone
who has benefited
from, and contributed
to, the Building Futures
for Norwich scheme.
Through Building
Futures, she found work
as a tenant liaison and
administration officer
with construction
company ISG Jackson,
which was
incredibly rewarding.
She would recommend
the scheme to anyone,
especially if they’re
keen to try new things,
describing it as being
“an excellent
springboard” into a
new career.
As a result of this
experience gained,
Maxine now has a
new permanent job in
the community.
Page 2 Strategic partnership – third revision
Foreword
The strategic partnership between the
Homes and Communities Agency (HCA)
and Norwich City Council (NCC) has made
considerable progress on major projects
since it was established.
We saw the completion of 108 new homes
on garage sites which, as well as
benefitting families in need of somewhere
to live, has also provided training and jobs
for local people who were keen to find work
in construction through our partnership with
Construction Training Specialists (CTS).
In respect of the Bowthorpe Three Score
site, major progress has been made. The
council submitted a new outline planning
application. This was for up to 1,000 new
homes plus a spine road, associated
infrastructure, a care facility, open space
and a local centre including at least one
shop. It is anticipated that a decision will be
made this year which will take us a step
towards new homes being built.
The partnership also agreed to work with
NorseCare, NPS and Norfolk County Council
to develop a proposal for a 92-bed
housing with care and dementia care
facility. The city council also agreed to
make land available at the Three Score site
for this facility and an application for
funding under the new Care and Support
Fund was submitted to the HCA.
The partnership has continued to work on
the technical aspects of the Three Sore
development. This work includes
commissioning a fully-costed infrastructure
strategy; initial advice about the removal of
the major overhead lines crossing the site
and research into future phasing of the site.
Beyond the Bowthorpe project, work
progressed on the South City Centre Vision
and Investment Plan, involving a significant
amount of public engagement so that local
people could have their say about the
future of this part of the city. The final report
is due in 2013/14.
We are confident that the partnership will
continue to mature and develop this year
and we will continue to show what can be
achieved through partnership working.
Terry Fuller
HCA
Brenda Arthur
Norwich City Council
Strategic partnership – third revision Page 3
Business plan for the
Norwich City Council
and Homes and
Communities Agency
Strategic Partnership
April 2012
to March 2013
Contents
1Overview
4
2
Partnership vision
4
3
Strategic objectives
5
4
Quality standards
5
5
Performance management
5
6
Risk management
6
7
Partnership governance
6
8
Cost control and reporting
6
i) Implementation board
7
ii) Project team/s
7
9
Procurement of goods, works, services or equipment
7
10 Budget and expenditure in 2012/13
7
11 Progress in 2012/13
9
12 Priorities for April 2013 to March 2014
16
The three main priorities for the coming year
16
13 Project director role
18
14Bowthorpe
18
15 Budget for 2013-14
19
16 Communications plan and activities
21
17 Further development of the partnership
22
18 Further funding
22
Appendix 1 – Governance structure – April 2013
23
Appendix 2 – Project outputs, outcomes, milestones etc
24
Appendix 3 – Risk register
26
Page 4 Strategic partnership – third revision
1 Overview
2 Partnership vision
In September 2009, Norwich City Council
(NCC) and the Homes and Communities
Agency (HCA) entered into a collaboration
and investment agreement (CIA), which
established the Norwich and HCA strategic
partnership (NAHCASP). The CIA sets out the
formal legal basis for the partnership and
the objectives that would be achieved over
its 10 year life. The original business plan forms
part of the CIA and sets out the short-term
outputs and outcomes that were to be
achieved. The CIA requires the business
plan to be updated at least annually and
that any variation to the business plan
requires the prior consent of NAHCASP
strategic board.
The partnership’s vision and overarching
objective is to deliver and strengthen
sustainable communities through innovative
approaches to joint working.
This is the fourth revision of the original
business plan and is to cover the financial
year 2013/14. Previous business plans have
a covered a period of one year, however due
to the stage reached with development
projects, some medium term planning is
now required, so this plan looks in detail at
2013/14 but also looks forward over the
whole of the next three years.
The NAHCASP is based on the combination
of assets from NCC and investment from
the HCA. It is intended to create a selfperpetuating finance arrangement,
through the reinvestment of the proceeds
from development in future projects, which
meet agreed objectives.
This business plan commits expenditure for
2013/14 and sets out how this committed
HCA investment will be monitored and
controlled, to ensure outcomes are achieved;
how projects for future investment will be
developed; and decisions on future
funding allocations will be made.
The partnership will develop the assets
(including those identified initially and any
others ring-fenced for partnership
investment in the future) in order to satisfy
the objectives listed below and ultimately
deliver the outcomes determined by the
NAHCASP strategic board.
3 Strategic objectives
The strategic objectives for the partnership
are to:
• accelerate the delivery of affordable
homes
• increase the supply of private homes
• improve the quality of existing homes
• maximise the opportunities for local
employment
• deliver early outputs
• create sustainable communities
• deliver strategic regeneration projects
within Norwich such as eco retrofit
programme or estate renewal.
4 Quality standards
All affordable housing developments will be
delivered to the HCA design standards (as
currently in force) as a minimum requirement,
or other such standards as agreed by the
strategic board. In respect of Bowthorpe,
which will continue to be sold and developed
in phases, the partnership will ensure the
development is constructed to the
standards agreed by the strategic board.
Strategic partnership – third revision Page 5
5 Performance management
8 Cost control and reporting
The performance of projects is managed
at a number of levels.
Any expenditure on projects will require
approval from the strategic board. The
strategic board may agree expenditure
delegation levels for the implementation
board, which will be set out in a separate
delegation schedule for the
implementation board.
•P
roject briefs, which set out the outputs
and outcomes to be achieved at a
project level, are approved by the
strategic board.
•A
ll projects are managed in accordance
with the city council’s agreed project
management framework.
•M
onthly highlight reports are considered
in detail by the implementation board in
order to monitor progress against agreed
project milestones.
•P
erformance is monitored on a quarterly
basis by the strategic board.
6 Risk management
Individual project risk and issues registers
are maintained by the individual project
managers. An overall partnership risk
register and issues log is maintained and
this is attached as appendix three. Risks are
reported to the implementation board and
strategic board on a regular basis so that
appropriate steps can be taken to
manage and mitigate these.
Key risks at this stage relate to the
development of the Bowthorpe Three Score
site.
• S ecuring a commitment from UK power
networks to underground the 132kv and
other electricity lines crossing the site.
• T iming providing infrastructure and
undergrounding, upgrading and diverting
services and utilities to serve the whole
development linked to the delivery of the
first phase of development and housing
with care facility.
7 Partnership governance
The partnership governance structure is
established through the CIA and shown in
appendix one. The strategic board and
implementation board are now well
established and effectively managing and
overseeing the progress of the partnership
and its activities.
Page 6 Strategic partnership – third revision
In order to secure consent to any expenditure,
a proposal should be prepared and submitted
for approval. This should include the reason
for expenditure, amount, and value for
money, together with a recommendation.
The following are the only ways in which
expenditure can be committed on an
agreed and identified project.
i) Implementation board
The implementation board will be
responsible for committing all expenditure
by the partnership provided it is within
the parameters of the delegation levels
agreed by the strategic board.
ii) Project team/s
The project team/s will not be allowed
to commit any expenditure unless
permission has been delegated by the
implementation board. If this occurs,
then the strategic board shall be
notified of the level of delegation prior
to the commitment being made. In any
event, the implementation board may
only delegate permission to a project
team to the extent it is consistent with
the permission delegated to it by the
strategic board.
9 Procurement of goods, works,
services or equipment
The procurement of any goods, works,
services or equipment by NCC in relation to
joint venture activities shall be in
accordance with clause seven of the
collaboration and investment agreement.
It should be noted that a public procurement
threshold exists and if it is exceeded then the
full Official Journal of the European Union
(OJEU) process must be followed. The head
of procurement at NCC or HCA should advise
on this process. Use of the HCA panels may
be made by the partnership in order to
simplify the procurement process through
use of mini tenders.
Delivery in 2012-13
10 Budget and expenditure in 2012/13
The following table shows the total allocation of funds for 2012/2013 along with the actual
year-end expenditure.
2012/13 Expenditure
NAHCASP
budget Allocations
for 2012/13
Unallocated Actual spend
to 03/2013
to 03/2013
Variance
Programme 317,733121,705
196,028114,748
6,957
management
Strategic priorities
2,499,848258,1262,241,722117,290 140,836
funding
TOTAL
2,817,581379,8312,437,750232,038 147,793
The following table shows a breakdown of allocations from the programme management
budget together with year end expenditure.
2012/13 Programme management expenditure
Allocations Actual spend
for 2012/13 to 03/2013
Variance
Project director role
48,000
47,479
521
Project director contingency
3,000
(19)
3,019
Bowthorpe NPS Norwich
53,900
59,075
(5,175)
Bowthorpe community engagement advice
3,030
681
2,349
Bowthorpe transportation advice
11,775
7,532
4,243
Small housing sites
2,000
0
2,000
TOTAL 121,705
114,748
6,957
Strategic partnership – third revision Page 7
The following table shows a breakdown of allocations from the strategic priorities funding
and the year-end expenditure.
Strategic priorities funding
Allocations Actual spend
for 2012/13 to 03/2013
Variance
South City Centre
139,000
45,851
93,149
St Annes Wharf Site Investigations
40,000
0
40,000
Pre-development enquiry Anglian Water
1,103
1,103
0
Interim funding Building futures in Norwich
38,878
30,000
8,878
Bowthorpe planning application – consultant fees
29,859
29,859
0
Bowthorpe landscape fees
4,286
4,284
2
Bowthorpe overhead lines commission
5,000
5,000
0
Memorial Gardens
0
1,193
(1,193)
TOTAL
258,126 117,290140,836
11 Progress in 2012/13
The NAHCASP has made considerable progress over the last year. The partnership focused
its attention on four main areas:
a. the employment and skills supply side package
b. the small housing sites
c. the Bowthorpe Three Score development
d. the south city centre vision and investment plan.
a. Employment and skills supply side package.
The pilot ended in June 2012, when the small housing sites programme was due to be
completed. Following this, an evaluation report was produced to highlight the lessons
learned from the project. In addition, Construction Training Specialists (CTS) gave a
presentation to the strategic board in September 2012, seeking support for the continuation
for the project through interim funding as the first phase of development at Three Score
had not come forward to the timescale originally envisaged. £38,878 was allocated as
interim funding to sustain the project until other contracts came on stream. The project has
been successful in securing new contracts via Norwich City Council and the partnership.
Page 8 Strategic partnership – third revision
b. Small housing sites.
• Completing the 108 homes on garage sites. 108 homes were completed by the end
of March 2013. The majority of sites were completed by September 2012, however one
site (Bowers Avenue) was delayed due to the time involved in securing Anglian Water’s
consent for a sewer diversion.
Bates Green
Beecheno Road
Belvoir Street
Berners Street
Exeter Street
Friends Road
Horning Close
Jamieson Place
Strategic partnership – third revision Page 9
Lakenham Road
Peckover Road
Pelham Road
Pilling Park Road
Randle Green
Starling Road
Vale Green
• Investigating the feasibility of a pilot
shared equity scheme. A project brief
was approved by the strategic board in
September 2012. Two pilot shared equity
project were progressed at Wentworth
Green and Dowling Road. Wentworth Green
delivered six units and Dowling Road three.
Page 10 Strategic partnership – third revision
A review of the pilot has been undertaken
which highlights the importance of
assessing sites for shared equity housing
on an individual basis to ensure they can
be delivered at an affordable level. This
will depend on values in different parts of
the city.
c. Bowthorpe Three Score development
The main elements of progress during the
year were as follows.
• Outline planning consent for the
overall development. The outline
planning application for 1,000 homes
• Surface water drainage design and
costing. The design of the surface water
drainage solution has been progressed
further and costs of the scheme have
been obtained.
• Housing with care and dementia care
facility. The partnership agreed to work
with Norse Care, NPS and Norfolk County
Council to develop a proposal for an 80
bed housing with care and 80 bed dementia
care facility at Three Score. The city council
agreed to offer part of the Three Score
site to provide for this facility (at its
cabinet meeting of January 2013) and
an application for funding was submitted
to HCA under the new Care and Support
was applied for in March 2013. This included
the detail of the main road infrastructure to
serve the whole development. This involved
more work than originally envisaged to
find a satisfactory sustainable drainage
solution for the whole site. This was a
major milestone as it now enables phase
one to proceed.
Fund. The outcome should be known
early 2013-14.
• Overhead electricity lines and other
utilities. A consultant was commissioned
to provide initial advice about the removal
of overhead lines crossing the Three Score
site. His initial report has been completed
which suggests that it is likely that negotiations
with UK Power Networks will enable the
overhead lines to be put underground.
• Future phases. HCA produced an initial
report identifying the next phase which should
be brought forward for development at
Three Score.
Strategic partnership – third revision Page 11
8
11
63
55
104
7
31
20
21
93
94
95
1
78
Clover
SEABROOK
CLOV
BE
LO
47
232
EA
RLH
7
40
1
95
UE
89
97
102
80
134
168
E AVEN
244
2,671m2
Path
148
NOTES
6
Bowthorpe
Cottages
33.2m
TRACK)
5,879m2
6
100
128
Playground
CYCLE
37.2m
132
STREET
79
PCs
El Sub Sta
106
Hill
17
SWAFIELD
El
Sub Sta
(PATH AND
Southern
boundary.
35.4m
2
86
87
88
85
98
130
BOWTHORPE
Posts
AD
L RO
ER HIL
AD
LL RO
ER HI
CL OV
NE
EEN LA
M GR
33
5
1
COURT
6
94
96
32
1
CLOSE
13
108
110
25
120
Playground
PW
7
90
89
CORNWALLIS
47
7
97
44
7
22
112
114
Chapel
Break
HA
EARL
20
17
C LOSE
Polic e Office
11
22
21
23
19
2
7
101
NE
R EYDON
12
116
118
1
26
28
9
15
14
AM
G
32.0m
RE
EN
LAN
E
(um)
On site tree
belt.
1 91
138
El
Sub Sta
99
72
4
Posts
AND
C YC
32
52
63
1 42
10
RE DS
43
ETL
ST MI
LD
6
101
109
CLOSE
Track
8
7
CLOSE
ON
1
GT
60
20
2
1
63
2
BLAND
ROAD
Path
(um
)
38
40
Pumping
3
17
96
W
AY
Path (um)
C ycle
34
98
4
Drai
D rain
94
21
CL
11 9,928
12 10,722
13 6,692
Total 156,385m2
© Crown Copyright and database right 2011. Ordnance Survey 100019747.
REVISIONS
No. Date
Notes
Int.
Ckd.
SR
22
26
D rain
72
75
62
76
Y WAY
nst
R
Bdy
C
iv
er
Yare
Path
t,
(um)
ons
CP
(um)
&
ETL
n
ED
Bdy
E
CLOS
Rive
r Yare
WAY
3
Drain
DO
DD
Drain
13
35
UP
Title
R
SOC
Drain
D
rain
11
WAY
13
11
1
1
24
Drai
n
Drai
El
Sub Sta
25
n
1
Bowthorpe Three Score
D rain
ER
5
B 2223m2
D rain
16
24
2
TER
C
M AN
48
49
16
BUT
53
ETL
18
50
RUNNEL
Drain
Drain
21
VISH
MA
1
19
47
46
23
9
THE
Drai
SR
12
40
13
Co
o
D rain
82
15
6
21
o
Drain
56
33
RIMER CLOSE
13
Bor
C
KE
Play Area
Path
SU
50
Und
Drain
78
U nd
28
D rain
CR
74
21
Drain
El Sub Sta
POLLYWIGGLE
k
9,461
Drain
Trac
37
C ycle
Bdy
Bdy
Boro Const
3
THREE SCORE ROAD
80
Three Score
t, CP& ED
Co Cons
Track
31
68
67
70
MAWKIN CLOSE
7,101
9
15 9,534
n
FB
D rain
92
90
13 14
19 20
8
14 12,506
Drain
Outfall
River valley frontage
6,871m2
Drai
n
108
110
66
25
32
7
51
37
1 to 6
7 to 12
NE
BE
E
D rain
21
ROAD
DOW
112
48
to
58
C AD
BA
R
14
8
37
Path
m)
43
33
ROAD
10
4,883m2
(u
19
CADDOW
45
HY
h
7 to
17
BIS
13
Pat
9
60
49
(um)
ROAD
P ath
PIE
D rain
Drain
48
N-
Drain
ETL
3
Cycle Track
22
H OR
7
2,671
12
14
th
16
7
Play Area
FB
Cycle
Posts
4,081
5,879
10 7,468
Station
52
48
9,780
20
6
65
80
17
21
25
1
ELDERFLOWER MEWS
J ORDAN CLOSE
67
69 to 83
149 to 163
6
8
16
22
5,310
19
2
2
14.9m
4,081m2
20
Pa
6 to
46
16.8m
WILBERFORCE ROAD
CRESSWELL
25
1
9,780m2
15
14
48
50
52
54
56
58
60
El Sub Sta
CLOSE
18
4,650
1
20
4
3
SAVERY CLOSE
8
El
Sub
Sta
1
25
6
8
165
173
1
PISHMIRE
6
4
7,575
4 11,492
2
28
19
12
12
4,883
17
5 10,619
15.5m
3
40
1
SE
CLO
ETT
TIPP
16
2 8,471
3
4
LINEAR PARK
Sta
El Sub
1
34
20
1
21
4
1
4
OS6
19,885m2
2
El Sub Sta
BISHY BARNEBEE WAY
18
62
64
66
68
70
72
74
76
94
96
5
7
2,009m2
B owth orpe
5
2
9
22
23
23
4a
17
18
5,310m2
OS5
28
32
3
FOWELL CLOSE
SE
CLO
25
28
7,575m2
15
GG
1
1 7,562
2
LE
ETT
TIPP
11
10
SWA
5
30
55
181
9,534m2
32
ER
OA
D
8
19
A 3597m2
5
THE
20
33
10
12
10
12
15.2m
17
18
ROAD
12
15
12
FRESHER MEWS
38
1
BREAK
19
6
9
11
5
7
14
16
19c
19a
10
12
18
20
17
19
9
11
9
9,461m2
CHAPEL
19b
19
11
13
61
71
79
7
19
18
35
22.6m
HO
RP
47
ETL
15
94
1 10
7
16
9
29 to 34
65
Playground
19.5m
1 46
1 48
7,468m2
15
13
WAY
28
42
32
8
LT
70
2
12
THACKER
15
20
71
16
El Sub Sta
10
CA
114
89
Track
5
11
9,928m2
12,506m2
9
34
26.2m
1 28
7,101m2
ROAD
Cycle
Park View House
11
36
1
Posts
35
PH
OS3
10,463m2
14
11
Proposed on site
open space.
66
29.0m
1
OS7
6,610m2
MIL
DR
ED
SR
OA
D
CLOS
E
Bowthorpe Hall
(The Bell Educational Trust)
1
ST
49
Path (um)
LINEAR PARK LEADING
TO PUBLIC OPEN SPACE
St Michaels
Cottages
The
Vicarage
(um)
Tree Belt
15,022m2
78
ERS
The Bowthorpe
ROAD
Path
1 02
12
BOWTHORPE HALL
LINK TO POS
1137m2
OS4
Worship Centre
TOLYE
88
4
10,722m2
6,692m2
Tennis Court
6
12
Bunker's Hill
11,492m2
30.8m
13
ROAD
Earlham Green
Lane.
Hedgerow easement
15,701m2
3
46
4,650m2
E HALL
HORP
BOWT
7
99
48
Cycle Track
5
29.3m
Centre
Hedgerow
easement.
10,619m2
OS2
1,453m2
ROG
51
49
50
OS1
2,108m2
L AN
13
12
131
39
(u m)
RACK)
7,562m2
1
18
33
45
Health
LE T
ETL
30
57
53
29
28
27
7
6
19 to 21
TUNSTALL CLOSE
58
18
14
6
22 23
139
26
24
54
(PATH
36.3m
4
17
59
202
C LOSE
21
P ath
NE
N LA
GREE
HAM
EARL
T rack
2
H
URC
12
CH
61
DON
d
Playgroun
1
23
123
121
Path (um)
21
8
56
Cycl
e
8,471m2
38.7m
Earlham Green Lane
9,429m2
Playground
111 113
119
E TL
196
62
117
55
Playground
2
9
105
109
115
182
184
Post
Bank
HEDGEROWS
E
TH
1
63
20
158
1 62
178
180
Track
PH
101
144
176
64
67
Cycle
(um
)
103
140
LBs
Posts
Path
73
Post
TCB
Areas Plan
39
16
16
36
11
54
25
n
Drai
35
R ROAD
20
Scale(s) 1:2000
THE
R OAD
22
ER
29
AT
BLADEWATE
DEW
D rain
18
12
BLA
19
24
23
18
22
19
4
D
22
rain
Drain
2
32
5
37
Posts
Lower lagoon area
11,313m2
Electricity Grid
Trans former Station
Date
DWG. No.
Designed by
LH
Drawn By
LH
NEG. No.
Checked By
Jerry Massey
Director of development and regeneration
City Hall, Norwich, NR2 1NH
tel 0344 980 3333 fax 01603 213548
[email protected]
d. South city centre vision and investment plan.
David Lock Associates progressed work on the vision and investment plan. This included
extensive public engagement in summer 2012 with an open design studio process and
further consultation on initial proposals in the autumn. The process has worked well with a
high level of engagement by the local community and strong buy-in for initial proposals.
Page 12 Strategic partnership – third revision
PDF created with pdfFactory trial version www.pdffactory.com
DE
17
20
19
18
17
STREET
19
16
29
W EN
10
32
12
15
12
103
35
KERVILLE
9
18
El
Sub
Sta
13
16
17
to 20
15
5
11
19
11
15
BLEYARD
5
37
33
25
23
9
14
14
8
7
H UM
16
to 23
21
65
12
10
32
1
16
69
17
109
22
71
14
17
21
23
24
30
David Lock has completed its final report to the strategic board and this will enable the
partnership to identify specific projects for future investment.
• St Anne’s wharf – as part of the work on
the south city centre, it was agreed that
the partnership, working with the site owners
(Dunbar Bank Plc) should commission
some archaeological and ground
investigations for the site. Following a
meeting of its board, however, Dunbar
has decided to procure any necessary
works without the involvement of the
partnership.
Mountergate West
Strategic partnership – third revision Page 13
Garden Street
Normandie Tower / Argyle Street
King Street / Wensum Bank study area
12 Priorities for April 2013
to March 2014
a) the Bowthorpe Three Score
development
The three main priorities for the coming year.
The main elements to be taken forward are:
a) The Bowthorpe Three Score development
– infrastructure and housing with care
scheme.
b) South city centre – delivery mechanisms
for Mountergate West
c) the employment and skills supply side
package, Building Futures in Norwich –
this will form an integral part of both
these projects above.
d) the partnership will, in addition,
continue to identify opportunities
for future partnership investment.
Infrastructure
Page 14 Strategic partnership – third revision
The most optimistic timetable is likely to be:
• Discharging of pre-commencement
conditions – Spring 2014
• Start constructing the road – Spring 2014
• Completion of road infrastructure – Early
2015
Surface water drainage and other
infrastructure
In order to be clear about the infrastructure
requirements to serve the development, an
infrastructure strategy was commissioned
via the HCA Panel. This builds on work that
has already been undertaken as part of the
planning process such as the flood risk
assessment which defined the way surface
water from the site will be dealt with. It links
in with work currently underway to secure
the undergrounding of overhead power
lines at Threescore.
Ecology
The Partnership has also commissioned
ecological surveys required for phase 1,
the infrastructure and the drainage lagoon
area so that there are no delays in
implementing this work. In addition further
work will be required to discharge planning
conditions, such as archaeology and
contamination.
Negotiations on removal of overhead
lines and diversion of other utilities
The work of the consultant to secure a
binding agreement on the diversion and
undergrounding of utilities infrastructure will
continue. This is important to tie in with the
timing of the construction of the road and
implementation of the Housing with Care
scheme below.
Housing with care and dementia
care facility
The partnership will continue to work with
NPS, Norse Care and Norfolk County
Council to develop proposals for a
dementia care and housing with care
facility. The outcome of the Care and
Support fund bid was successful and a start
on site needs to be achieved by end of
March 2014 to meet the HCA timetable.
Future phases
An initial report has been produced
identifying land for future phases. The
partnership will need to identify the most
appropriate delivery mechanisms for future
development and procure development
partners to bring forward a second phase
of housing. This could involve the council
developing housing itself via a contractual
arrangement. The tenure of the second
phase will also need to be determined
eg whether there will be an inclusion of
some private rented accommodation to
generate an income stream. A further report
will be considered by the strategic board in
December.
b) South city centre
Delivery mechanisms for Mountergate West
– The partnership contributed to funds for
ground investigations for Mountergate West,
following the identification of this site as a
prime location for investment by the
council/partnership. The partnership has
agreed that there is no need for further
partnership investment in this site.
c) The employment and skills supply
side package, Building Futures in
Norwich
This project will be contractually linked with
any construction contracts taken forward by
the partnership. The project should be able
to sustain itself without any further funding
beyond the interim funding already committed.
d) Sites for future investment
The partnership will continue to investigate
options for future investment by the partnership.
Strategic partnership – third revision Page 15
13 Project director role
Norwich City Council will continue to
perform the project director role to March
2014 at a maximum cost to the Partnership
of £7,500 (including support from the HCA
project assistant and finance) with the
Council bearing the remainder of the costs.
The project director will also act as the
overall project manager for the Bowthorpe
project. The project assistant role will be
filled via an appointment to an 18 month
fixed term contract.
14 Bowthorpe
HCA will provide the following technical
resource to deliver the Bowthorpe project:
•M
arketing and contract advice for phase
1 and future phases.
• Procuring and delivery of infrastructure.
In addition NPS will complete existing areas
of work (within a budget of £18K) to deal with:
•C
ompleting the s.106 agreement relating
to the outline planning permission for the
whole site.
•C
ontracts for disposal of land for Housing
with Care and the Dementia care facility.
Associated valuation work including
securing Secretary of States consent, if
necessary.
• Renegotiating a grazing license on an
adjacent site.
• Dealing with a footpath diversion, needed
before the main road infrastructure can
be built.
• Securing removal of unauthorised horses
from the site – needed before construction
can start on site.
Other staff time
The following staff time for city council fee
based staff, will also be funded from the
programme management budget. (All other
staff resources will be covered by the council).
• £6,000 is allocated to provide
transportation advice at Bowthorpe. This is
a reduction from previous years as the
bulk of transportation advice will now be
via the planning process.
15 Budget for 2013-14
The tables below set out the proposed
budget for 2013/2014. Individual project
plans will provide a profile of the budgets on
a quarterly basis to allow the strategic board
to monitor expenditure. In addition, the
strategic board may make further
allocations during the course of 2013/14 for
the unallocated part of the programme
management budget and the remaining
strategic priorities funding (formally referred
to as Bowthorpe site funding).
NAHCASP AllocationsUnallocated
budget
for 2013-14
Strategic priorities funding
2,382,558
2,382,558
0
Programme management
202,985
87,750
115,235
TOTAL 2,585,5432,470,308115,235
Page 16 Strategic partnership – third revision
Strategic priorities budget
2,382,558
Bowthorpe infrastructure strategy and brief
16,730
Bowthorpe ecology and related advice
29,490
Bowthorpe overhead lines
47,500
Bowthorpe surface water drainage
9,859
South city centre vision and investment plan
46,761
Mountergate West investigations
25,000
Building Futures In Norwich
8,878
Second payment for overhead lines (2016/17)
47,500
TW payment
15,675
Bowthorpe infrastructure works
2,135,165
Total Committed2,382,558
Unallocated0
Programme management budget
202,985
Project director
18,750
Project director contingency
3,000
Bowthorpe programme management
30,000
Bowthorpe property advice
25,500
Bowthorpe transportation advice
7,500
Bowthorpe community engagement advice
500
South city centre project management
2,500
Total Committed87,750
Unallocated115,235
This table shows that the original £500,000
programme management budget, which
was established in the original business plan
in 2009 to cover the costs of project
management relating to the original
regeneration projects to be delivered by
March 2011, has been drawn down very
sparingly. The fund has continued to last for
four years and there will still be a balance
for 2014/15. By then, further funds will be
available through the sale of land at Three
Score to ‘top up’ this budget.
Looking ahead, funds need to be
committed for the final payment of the
consultant negotiating the removal of
overhead lines (£47,500 for 2016/17) and
have been included in the table above.
The strategic board has agreed that a revolving
fund be established to cover future programme
and project management costs incurred by
the partnership. This will be facilitated through
receipts from disposal of land at Three Score
and other sites.
Strategic partnership – third revision Page 17
Strategic priorities funding – there is still a
considerable sum £2,135,165 of funds that
remain unallocated in 2013/14. The CIA
required the strategic board to defer any
decision on unallocated funds. The business
plan proposes the following strategy for use of
funds which are unallocated in the plan itself:
• F irst priority – to use to pay for Three
Score road and other infrastructure.
The partnership may have to consider
alternative funding to cover the full costs
of infrastructure works. Other sources
could include – bidding for Growing
Places Funding from the New Anglia
Local Enterprise Partnership, or borrowing
via the council through the public works
loan board.
16 Communications plan and
activities
The CIA requires a communications plan to
be developed for the partnership. This was
approved initially by the strategic board in
November 2009. The document is a living
document and is updated regularly to
respond to changing circumstances and
specific communications activities. The
strategic board will approve any budgets
for any future communications activity as
required.
A communications protocol has also been
agreed which ensures that there is an
agreed process (between HCA and NCC)
for agreeing press releases and handling
media enquiries.
Community engagement will continue to
be a vital part of the partnership work
especially in relation to Bowthorpe as it
moves forward to delivery.
Case studies and awards
The HCA has developed a case study
about the partnership for its website and its
skills and knowledge directorate has
developed a case study on the learning
aspects of the partnership’s activity. There is
a general presumption that the partnership
welcomes showcasing activity where there
is no cost to the partnership.
Page 18 Strategic partnership – third revision
The partnership was shortlisted for the RTPI
planning achievement award for the
memorial gardens project. The partnership
also featured in the submission to the Local
Government Chronicle award for the ’most
improved’ council award; for which the
council was shortlisted, achieving second
place and high commendation by the judges.
The partnership will continue to promote its
achievements through future awards.
17 Further development of the
partnership
The CIA allows for further sites to be brought
into the partnership. It does not preclude
further investment by the HCA, although none
is specifically committed. It is important that
the partnership has a process for bringing
forward new sites and project ideas for
consideration and develops emerging
priorities to take advantage of future funding
which will come through the partnership or
direct from the HCA or other sources.
This could include opportunities for shared
expertise as well as spend on capital projects.
The partnership will use the HCA ‘enabling’
support to provide expertise where appropriate.
The following approach is proposed.
• The implementation board considers any
new sites or project ideas on a quarterly basis.
• The implementation board makes an
assessment of how the project idea
meets the partnership objectives.
• Any project ideas that have merit are
reported to the strategic board as part of
the project director’s report.
• Any proposed amendments to the
business plan to be reported for approval
by the respective partners.
18 Further funding
The partnership will continue to look for
opportunities for further external funding and
pursue relevant bids or agreements.
The proposed City Deals arrangement (if
negotiated successfully) may provide further
opportunities for funding for the partnership.
Appendix one
Governance structure – April 2013
Strategic board
Brenda Arthur
Alan Waters
Mike Stonard
Terry Fuller
Akin Durowoju
Steve Collins
Implementation board
Gwyn Jones, chair
Nick Lockley, (HCA)
NCC finance, property,
strategic housing,
community engagement,
communications
Project director
Gwyn Jones
Employment and
skills project team
Bowthorpe Three
Score project team
Mountergate West
project team
Project lead
Sharon Quantrell
Project lead
Project director
Project lead
Tony Jones
Strategic partnership – third revision Page 19
£8,878
£93,720 (£47,500overhead lines +
£16,730 –
infrastructure
strategy and brief
+ £29,490 ecology)
a) Employment and
skills
c) Bowthorpe Three
Score
Project Budget allocation
Page 20 Strategic partnership – third revision
Commencement of ecological surveys
on Lagoon A area – April 2013
HCA Care and Support Funding secured –
July 2013
Commence procurement of infrastructure
contractors – October 2013
Legally binding commitment agreed with
UK power Networks re removal of overhead
lines – December 2013
Construction of road infrastructure to
serve whole development underway
Construction of phase 1 dwellings
commences
Funding decision announced for proposals
for HWC/Dementia care facility
Tender process for develop partner
underway
Discharging of pre-commencement
conditions – Spring 2014
Commencement of tender process for
developer partner – January 2014
Appointment of infrastructure contractor
– January 2014
Outline planning permission secured –
March 2013
Linked with Bowthorpe project
Key milestones 2013-14 Completion of surface water drainage
system to serve whole development
Project becomes self sustaining
10 per cent new entrants employed on
Bowthorpe site and other construction
projects
Outputs/Outcomes
for 2013-14 (£)
Appendix two
Project outputs, outcomes, milestones etc
Strategic partnership – third revision Page 21
d) Mountergate West
£25,000
Project Budget allocation
Procurement/delivery route agreed
Full planning permission for mixed use
office and housing scheme for phase 2
Outputs/Outcomes
for 2013-14 (£)
Complete ground investigations – Autumn
2013
Commence ground investigations –
Summer 2013
Strategic Board allocates funds – June 2013
Completion of road infrastructure – early
2015
Commence first houses – Winter 2014
Approval of reserved matters – September
2014
Completion of construction of surface
water drainage system for whole site –
Autumn 2014
Appointment of developer partner –
Summer 2014
Commence housing with care scheme
– Spring 2014
Commence road infrastructure works –
Spring 2014
Key milestones 2013-14 If you would like this information in another language
or format such as large print, CD, audio cassette or
Braille please call 0344 980 3333
or email [email protected]
Produced by Norwich City Council – March 2014
www.norwich.gov.uk
t: 0344 980 3333 e: [email protected]
Strategic partnership – third revision Page 25
DPP9144