tuesday, 28 november 2006 · 3.2 the need to ensure that the authority’s capital expenditure...

COMMITTEE CABINET RESOURCES

DATE AND TIME

TUESDAY, 28 NOVEMBER 2006 AT 8.00PM OR AFTER THE MEETING OF THE CORPORATE JOINT AND NEGOTIATION CONSULTATION COMMITTEE,

WHICHEVER IS EARLIER

VENUE THE TOWN HALL, THE BURROUGHS,

HENDON, NW4 4BG

PLEASE NOTE TIME OF MEETING

TO: MEMBERS OF THE CABINET RESOURCES COMMITTEE (Quorum 3) Chairman: Councillor Mike Freer Councillors: Anthony Finn Lynne Hillan Andrew Harper John Marshall Matthew Offord

Janet Rawlings: Acting Democratic Services Manager Democratic Services contact: Chidi Agada, tel: 020 8359 2037 Press and Public Relations contact: Emer Coleman, tel: 020 8359 7794

To view Agenda papers on the website: http://committeepapers.barnet.gov.uk/democracy

FACILITIES FOR PEOPLE WITH DISABILITIES

The Town Hall has access for wheelchair users including lifts and toilets. If you wish to let us know in advance that you will be attending the meeting, please telephone Chidi Agada on 020 8359 2037. People with hearing difficulties who have a text phone, may telephone our minicom number on 020 8203 8942. All our Committee Rooms also have induction loops.

Town Hall Hendon, NW4 4BG

http://committeepapers.barnet.gov.uk/democracy

ii

ORDER OF BUSINESS

Item No.

Title of Report Page Nos.

1. MINUTES –

2. ABSENCE OF MEMBERS –

3. DECLARATION OF MEMBERS’ PERSONAL AND PREJUDICIAL INTERESTS

–

Report of the Leader/Cabinet Member for Resources

4. Monitoring Report 2006/07 1 – 29

5. Property Disposals 30 – 35

6. Totteridge Library, 109 Totteridge Lane, N20 36 – 39

7. Finchley Cricket Club, East End Road, Finchley 40 – 42

Report of the Cabinet Member for Policy and Performance

8. Customer Access Strategy – Delivery Plan 43 – 65

Report of the Cabinet Member for Investment in Learning and the Leader/Cabinet Member for Resources

9. The rebuilding of East Barnet Secondary School: approval to go out to tender for construction using the two stage partnering procurement method

66 – 75

Report of the Leader/Cabinet Member for Resources and the Cabinet Member for Environment and Transport and the Cabinet Member for Planning and Environmental Protection

10. Fees and Charges for Environment Theme Services 76 – 109

Report of the Cabinet Member for Community Services

11. Supporting people Programme – Extension of Contracts 110 – 115

Report of the Leader/Cabinet Member for Resources and the Cabinet Member for Regeneration and Development and the Cabinet Member for Community Services

12. Housing Estates Regeneration Schemes – Advance purchase of properties in cases of personal hardship

116 – 125

Report of the Leader/Cabinet Member for Resources and the Cabinet Member for Regeneration and Development

13. Barnet South Community Association, Mays Lane, Barnet 126 – 132

14. Grahame Park Area Regeneration Project – (i) Advanced transfer of Phase 1A land and (ii) issues arising from the Section 106 Agreement

133 - 143

iii

Report of the Cabinet Member for Regeneration and Development

15. West Hendon Regeneration Project – Compulsory Purchase Order 144 - 151

16. ANY OTHER ITEMS THAT THE CHAIRMAN DECIDES ARE URGENT

17. MOTION TO EXCLUDE THE PRESS AND PUBLIC:- That under Section 100A (4) of the Local Government Act 1972 the public be excluded from the meeting for the following items of business on the grounds that they involve the likely disclosure of exempt information as defined in paragraph 9 of Part 1 of Schedule 12A of the Act (as amemded):

EXEMPT AGENDA Exemption category

18. Exempt information relating to item 6 in public session – Totteridge Library, 109 Totteridge Lane, N20

3 separate circulation

19. Exempt information relating to item 7 in public session –

Finchley Cricket Club, East End Road, Finchley 3 X1 – X3

20. Exempt information relating to item 9 in public session – Supporting people Programme – Extension of Contracts

3 X4 – X8

21. Exempt information relating to item 11 in public session – Barnet South Community Association, Mays Lane, Barnet

3 X9 – X11

22. ANY OTHER EXEMPT ITEMS THAT THE CHAIRMAN DECIDES ARE URGENT

Fire / Emergency Evacuation Procedure

If the fire alarm sounds continuously, or if you are instructed to do so, you must leave the building by the nearest available exit. You will be directed to the nearest exit by Committee staff or by uniformed porters. It is vital that you follow their instructions. You should proceed calmly; do not run and do not use the lifts. Do not stop to collect personal belongings. Once you are outside, please do not wait immediately next to the building, but move some distance away and await further instructions. Do not re-enter the building until told to do so.

AGENDA ITEM: 4 Page nos. 1 - 29

Meeting

Cabinet Resources Committee

28 November 2006 Date

Monitoring 2006/07 Subject

The Leader/Cabinet Member for Resources Report of

Summary

To consider a report on monitoring in the current year and instruct officers to take appropriate action.

Officer Contributors

Chief Finance Officer Head of Strategic Finance

Status (public or exempt)

Public

Wards affected

N/A

Enclosures

Appendix A – 2006/07 General Fund Forecast Revenue Outturn Appendix B – Efficiencies & Reductions monitor Appendix C – HRA Monitor Appendix D – Capital Programme Summary Appendix E – Capital Funding Summary Appendix F – General Fund Forecast Capital Outturn Appendix G – Housing Revenue Account Forecast Capital Outturn Appendix H – Prudential Indicators Appendix I – Outstanding Debt by Service Appendix J – Outstanding Debt by Age

For decision by


Function of

Executive

Reason for urgency / exemption from call-in (if appropriate)

Not applicable

Contact for further information: Andrew Evans (020 8359 7114) or Jonathan Bunt (020 8359 7249).

1 RECOMMENDATIONS

1.1 That the General Fund budget monitoring position be noted. 1.2 That the following amendments to the 2006/07 budget be approved,

along with changes to the base budget for future years where indicated:-

(i) Increase in the budget for the NLBP lease costs and additional SAP licence costs (£0.300m and £0.180m in 2006/07 respectively, and approved as a growth item in the 2007/08 base budget). (ii) Increase in the budget for 2006/07 only of £0.020m for the 350th Anniversary of the Jewish Resettlement and the Freedom of the Borough for Sir Jonathan Sacks and Leslie Sussman.

1.3 That a £0.163m capital budget for the Emergency Response Command

Centre be approved. 1.4 That the Improving Information Grant of £0.173m is allocated and that a

further £0.569m is allocated to the first phase of the ESCR scheme in 2006/07 to enable full implementation in future years.

1.5 That £0.08m is allocated to the implementation of the Norwell case management system in 2006/07.

1.6 That the projected capital outturn position be noted. 1.7 That the revised Prudential Indicators are noted. 1.8 That the outstanding debt position for the Council is noted. 2. RELEVANT PREVIOUS DECISIONS

2.1 Council 7 March 2006 (Annual Budget Setting) 2.2 Cabinet Resources Committee 30 March 2006 (Treasury Management

Strategy) 2.3 Delegated Powers Report 15 April 2006 – NDS Primary and Secondary

Modernisation Programmes (2006-7) 2.4 Cabinet Resources Committee 28 June 2006 (Outturn 2005/06) 2.5 Cabinet ICT 4 July 2006 2.6 Cabinet Resources Committee 27 July 2006 (Monitoring 2006/07) 2.7 Cabinet Resources Committee 6 September 2006 (Monitoring 2006/07)

2.8 Council 12 September 2006 (Treasury Management Prudential Code

Financial Indicators) 2.9 Cabinet Resources Committee 19th October 2006 (Monitoring 2006/07) 3 CORPORATE PRIORITIES AND POLICY CONSIDERATIONS

3.1 Robust revenue monitoring is essential to ensure that resources support the Council’s priorities as set out in the Corporate Plan.

3.2 The need to ensure that the authority’s capital expenditure plans are affordable and capital resources maximised. The Prudential Framework requires the monitoring of the capital programme and the impact on resources.

4 RISK MANAGEMENT ISSUES

4.1 The risks posed by in-year budget pressures are addressed in Section 8 below. Management action is being taken to contain forecast overspends within service budgets to avoid having to call on balances.

4.2 Further to comments in previous reports about uncertainty regarding the timing of the Local Public Service Agreements (LPSA) grant, it is now expected that the Authority will be entitled to £3.076m of LPSA Performance Reward Grant (PRG) (split 50/50 between capital and revenue grant) based on the latest LPSA Performance Data. This will be paid by DCLG in two instalments, subject to certification of the PIs by Internal Audit in November 2006. Therefore, payment of £0.769m of Revenue PRG should be received in 2006/7; this is £59k more than provided for in the budget of which £45k is earmarked for Education.

4.3 The initial feedback from the Council’s external auditors on the review and certification of the asylum seekers grant claim has indicated that the authority may be facing a significant liability for the repayment of grant monies. The auditors conclusions and evidence are being reviewed and challenged by officers.

4.4 The current forecast shows that the authority is expecting to finish with balances just above the recommended minimum level of £10 million.

5 EQUALITIES AND DIVERSITY ISSUES

5.1 Financial monitoring is important to ensure the management of resources to ensure the delivery of services to all members of the community.

6 FINANCIAL, STAFFING, ICT AND PROPERTY IMPLICATIONS

6.1 Financial implications are covered in section 9.

6.2 There are no specific staffing, ICT or property implications.

7 LEGAL

7.1 None.

8 CONSTITUTIONAL

8.1 This committee is responsible for monitoring the Council’s budgets.

9 BACKGROUND INFORMATION

General Fund Revenue

9.1 The authority had general fund balances of £10.487m as at 31 March 2006.

9.2 Taking account of forecast variations set out in Appendix A, the forecast of balances at 31 March 2007 is £10.121m. This projection is £0.366m lower than 31 March 2006 but £0.050m higher than the position reported in October.

9.3 A traffic light monitor for the 2006/07 budgeted savings is included at Appendix B. The variations shown on this statement are included in Appendix A so that statement provides a comprehensive position.

9.4 Cabinet Members are aware of the impact that non-achievement of budgeted savings and new emerging pressures could have on balances, and are working with Heads of Service to contain these costs.

9.5 Significant variations since the last report are commented on in the following paragraphs, along with items not yet reflected in the forecast variations but which need to be brought to Members attention.

Adult Social Services Client Care – This is demand led area of expenditure which has a history of

large fluctuations throughout the year. It will continue to be monitored closely and an updated position reported on a regular basis.

Staffing costs - Further work is taking place to fully establish the position on

agency staffing within the service. Children & Families Leaving Care Costs – The position has been refined in line with the latest

management information on known commitments. Social Worker Salaries – The projected reduction in the forecast underspend

reflects improved staff retention. Education

Placements Support and Therapies – the figures now include the full impact

of summer term leavers in the September pupil numbers. There has also been a higher level of income for recoupment placements than initially forecast.

Delegated Schools Grant underspends – Appendix A shows a number of

areas underspent on council controlled expenditure that is chargeable to DSG, and this is reflected in the contra line – “Offset of DSG underspend” currently £0.594m. The level of underspend in these areas has reduced, however options for costs that might be charged against this underspend (subject to Schools Forum agreement) are still being developed.

Environment Special Parking Account – An improved position is reported this month due to close management and control of staffing costs and other general expenditure. Trade Waste – Increased income is projected due to improved collection methods and effective day-to-day management of the debt position. Resources

The recent restructuring of the Resources budget has identified a number of base budget shortfalls which are reflected in Appendix A but which are not one-off variations, i.e. NLBP leases £300,000 and SAP licences £180,000. Approval is sought to amend the Resources base budget to include ongoing funding for these items. Ongoing work is occurring to ensure future costs of Council accommodation are contained as part of the considerations of the Hendon complex.

Central Expenses

Redundancy costs – though it is not shown in appendix A, the Council has incurred approximately £1.800m to date in redundancy costs as a result of its efficiency measures. This cost will be met from the reserve created in the 2005/06 accounts and reported to this committee in the 2005/06 Outturn report in June. An application will also be made to the DCLG to capitalise if sufficient capital receipts are available.

Housing Revenue Account

9.6 The position on the Housing Revenue Account (HRA) is being monitored in partnership by Barnet Homes. This is shown in Appendix C with the current forecast showing a higher contribution of £122,000 from the HRA working balance. This balance includes a £60,000 contribution to the Social Homebuy scheme which is detailed below.

9.7 At 31 March 2006, the retained HRA balance stood at £3.704m against a forecast position of £5.100m as reported to this committee in March. The

forthcoming regeneration projects at West Hendon, Grahame Park and Stonegrove, for which the Principal Development Agreements are due to be signed before the end of this financial year, will result a reduction in the liability which arises from the underwriting agreements. In total this amounts to £4.300m which exceeds the current level of HRA balances and therefore presently represents a significant risk to the Council.

9.8 The Social Homebuy Pilot was announced by the Government in April 2005, and provides a route for existing council and housing association tenants to buy an equity share in their home. Councils and housing associations have been invited to run pilot schemes which will run until March 2008. This pilot is identified within the Supporting the Vulnerable KPP as a priority improvement action. Receipts from purchases can be used to fund the administration costs of the scheme and new social housing. Rising property costs have seen a dramatic reduction in sales of council properties under the Right to Buy scheme, and Social Homebuy will provide a less expensive form of home ownership. Demand for the scheme will be controlled by limiting completed applications to 20 during the pilot - this will allow the outcomes of the pilot to be fully evaluated before making the scheme more widely available.

9.9 Resources are required to set up and administer the scheme. The administration costs will be recoverable from receipts received through sales of equity shares in Council properties. The pilot scheme requires additional staffing resources estimated at £30,000 for a 6 month secondment and start up costs, including publicity, applications forms and legal advice. The total costs for the pilot are estimated at £60,000. The costs of the pilot scheme will be drawn from HRA reserves, which currently stand at £3.074m. The HRA reserve will be replenished from receipts received, and it is estimated that at least two sales at the minimum 25% equity share will need to be completed to cover the costs of the pilot scheme. The financial modelling of the revenue impact of this pilot shows a marginal cashflow benefit to the Housing Revenue Account assuming that the capital receipt is used to reduce the need for prudential borrowing.

Capital – General Fund

9.10 The latest position including projected outturn and spend to date can be seen in Appendix D. The current approved budget of £60.425m reflects approved variations to the capital programme. The format of the Capital programme appendices has been revised this month to include the total scheme position as well as the current 2006/07 year position. Appendix E details the proposed funding for the current approved budget.

9.11 The latest projected outturn of £50.295m for 2006/07 is £10.130m less than the budget and crosses a range of services. Projected Outturn excludes the additional budget earmarked for Primary Schools Capital Investment Programme (PSCIP).

9.12 Funding decisions on the programme are generally taken at the end of the year to ensure all possible external funding is utilised and maximised where possible. Capital receipts will be applied to finance capital expenditure

incurred in 2006/07. The greater the amount of capital receipts applied to finance capital expenditure the lower the amount that will need to be financed from borrowing. This means there needs to be continued close monitoring of the assets disposal programme as slippage will directly impact on the financing of the capital programme and hence the revenue budget. The level of prudential borrowing within the current 2006/07 budget is £45.5m and, in total, the Council has undertaken £215.5m in prudential borrowing with the balance for future years schemes.

9.13 The reasons for the major variances are given below:

Education

Various – the overall under spend on Education capital schemes includes amounts totalling £3.036m which have been set aside for Primary Schools Capital Investment Programme for which the year of use depends on when the scheme is implemented and £3.323m Surestart Capital Grant Allocation for which the detailed proposed use is currently in preparation. Most of the remaining balance is for Secondary Schools Modernisation (£1.148m) and residual budgets from completed schemes.

Highways & Design

The overall under spend on Highways capital schemes now totals £1.297 compared to the £0.141m reported at month 5. The increased underspend results from the cancellation of the Silkstream Flood Alleviation scheme (£1.1m) as the Environment Agency have now accepted responsibility for the work.

Corporate Governance

Funding of £0.166m is sought for the re-provision Emergency Response Command Centre at NLBP. The current facility is at Hendon Town Hall, and as a basic facility with no investment for a number of years it is no longer fit for purpose. This project will give the council a suitable facility to effectively manage incidents occurring in the community or to its business.

Resources

Pericles – The underspend on this scheme has reduced from the £0.400m forecast at month 5 to £0.120m as a result of the capitalisation of costs previously classified as revenue.

Strategic Development

Buy Back Scheme – The latest financial projections suggest that after allowing for refurbishment and the costs of borrowing there is a possibility of the scheme making a small surplus. However, close monitoring will need to be carried out for the remainder of the year as the outcome will be sensitive to any changes in the numbers of properties purchased and the timings.

Resources

Approval is requested to authorise the allocation of the 2006/07 Improving Information Grant of £0173m to the ESCR scheme.

9.14 The monitoring reports brought to this committee this year have included an update on the level of outstanding debt due to the Council and Members queries have highlighted limitations in the available information. As a result a project to implement a case management system has been drafted and it is strongly anticipated that the benefits from improved debt management and debt recovery will exceed the implementation costs of £0.080m. Approval The scheme has provisionally been considered and supported by the Capital and Assets Group for inclusion in the 2007/08 programme but approval is requested to add this scheme to the 2006/07 capital programme.

9.15 Additional funding is also requested for the ESCR programme. It was always expected that the 2006/07 provision for delivery of the first phase of the programme would be insufficient to deliver that phase of the programme as a whole. What was unclear was the balance of additional funding needed between the current and future years and that detailed planning has now taken place for the projects in the programme and a forward cost model developed. This shows that an additional £569,445 capital provision is needed in the current year and the funds are required now so that the systems can be implemented (Integrated Children’s System (ICS) in particular) in time to meet Government deadlines. The deadline is the beginning of March for ICS and failure to meet the deadlines places the grant at risk and this could mean the loss of up to £450,000 of grant funding.

Capital – Housing Revenue Account

9.16 The latest position and the projected outturn can be seen in Appendix G. The appendix also reflects spend to 30 September.

9.17 The total approved budget for the current year is £31.032m. The projected outturn is £31,077m representing a minor increase from the month 5 projection of £31.006m.

Prudential Indicators

9.18 The budgeted and forecasted prudential indicators are shown in Appendix H.

9.19 Currently the only variation to the indicators set as part of the annual budget in March relates to the slippage on general fund capital expenditure from 2005/06 into 2006/07.

9.20 The prudential indicators for the operational and authorised limits were amended by Council on the 12 September to incorporate the borrowing undertaken earlier this month for the Primary School Capital Investment Programme (PSCIP). The indicators approved by Council on 7 March 2006 were only based on the approved capital programme outlined in the budget report for 2006/07. In addition the new limits provide for the 2007/08 and 2008/09 borrowing requirement as outlined in the programme.

Debt Management

9.21 At 30 September 2006, the level of outstanding debt owed to the Council was £24.046m, a decrease of £1.217m when compared to the position at the 31 August 2006 of £25.263m.

9.22 The service with the highest level of outstanding monies owed was Adult Social Services with £10.225m of outstanding bills. This represents an increase on the previous month of £0.541 but remains a reduction from the £12.701m at 31 March. This was largely due to a timing issue with a batch of nursing care invoices being raised close to the month end.

9.23 Of the total debt of £24.046m, £6.617m relates to invoices raised within the last two months and almost 40% of this figure relates to the reimbursement of school payrolls. £8.175m of debts are older than one year though a proportion of these are secured against property or other assets.

9.24 Within the total debt there are some significant debts outstanding from other public bodies. Reference was made to these and the potential risk that they present in the 2006/07 budget report to Council (7 March 2006). To facilitate an evaluation of this risk a review of the largest debtors was undertaken.

9.25 The single largest debtor is Barnet PCT, with a sum of £2.4m outstanding as at 6 November. Of this total £2.0m is greater than one month old and almost a third greater than a year old. Of the other significant debtors a number relate to residential accommodation and are covered by charging orders obtained when recovery action was taken. School debts also figure due to the payroll reimbursement issues discussed above in 9.24. However, the outstanding debts of other PCTs relating to Nursing Care are considered to be of greater risk. Amongst the most significant of these are Watford & Three Rivers PCT (£0.147m) and Brent PCT (£0.148m). Whilst the former is expected to be settled imminently, Brent are currently disputing their debt, an element of which relates to the 2003/04 financial year.

9.26 An update on the position of the larger debtors will be given in next months report.

9.27 Appendices I and J illustrate the outstanding level of debt by service and by age at the end of each financial period for 2006/07 to date.

9.28 The Council Tax recovery position at 3 November 2006 was in excess of £2.4m (1.52%) behind the same position last year. This is due to a combination of events such as, nine weeks lost in Pericles conversion, the introduction of eleven instalments for direct debit collection and general backlogs of work. It is anticipated that by the year end the cash position will be 0.3-0.6% down on the 2005/06 collection rate of 95.3%.

9.29 As part of the closure of the 2005/06, a large debtor was raised for the anticipated monies due as part of the asylum seekers grant though this was highlighted amongst the financial risks in the Outturn report to this committee in June. As noted in section 4 above, the initial response from the external auditor, reflecting audit findings nationally, based on a detailed review of the

2004/05 claim extrapolated back to prior years, indicates a significant financial risk to the Council. The impact on the 2005/06 claim is unclear at this stage.

10 LIST OF BACKGROUND PAPERS

10.1 None. Legal: MM CFO: JB

2006/07 Forecast Outturn APPENDIX A

COMMENTS ON

November CRC VARIANCES£000 £000 £000 £000 £000 £000

Adult Social Services

Client Care - these are volatile, demand led budgets with potential for significant fluctuation during the year. The overspend relates to Younger Adults and is based on the latest client commitment information available.

1,695 1,548 (147)

Reduced Requirement for Bad Debt Provision - this will be kept under review throughout the year. (400) (400) 0

Staffing Costs - these are based on existing staff vacancies and essential agency cover only. (965) (701) 264

330 447 117

Children & Families

Internal & External Placements & Adoption 82 127 45

Leaving Care client 498 358 (140)Service provided more accurate projections based on known commtments

Social Worker Salaries (252) (146) 106 More accurate projections & better retention of staff

Translation and Interpretation 75 76 1

Section 17 & 18 (children in need) (210) (214) (4)

This is an unpredictable expenditure area, service projection likely to be an under-estimate and a more accurate figure to be provided in month 7.

Grants and central costs held to offset potential overspends (excluding unallocated Children's Services Grant earmarked for Every Child Matters £113k) (174) (139) 35

19 62 43

CHANGE TO PREVIOUS FORECAST October CRC

FORECAST VARIATIONS

14/11/2006 1 C:\Documents and Settings\chidilim.agada\Local Settings\Temporary Internet Files\OLKA\App A - Summary of M6 Variations


COMMENTS ON



FORECAST VARIATIONS

Education

Resources & Performance

An overall underspend which includes service pressures within Human Resources of £153K offset by posts being held vacant in the Research Management Information Team. (65) (27) 38

Catering - Budget and costings under review 76 13 (63)

Offset of DSG underspend 1,059 594 (465)

October CRC figure included a double count of DSG grant adjustment re final pupil numbers which was also reflected in Early Years 3 & 4 yr old funding below. Plus a projected decrease in level of DSG underspend

Standards & Inclusion 0

Underspend on Placements Support and Therapies - Based on September 2006 Pupil numbers taking into account leavers. Also income from recoupment placements increased from 75% of budget to 100%. An increase in pupil numbers would be expected from Sept onwards. DSG BUDGET

(138) (323) (185)Increase in underspend due to full impact of summer term leavers reflected in Sept pupil numbers.

Overspend on Transport - includes Escort salary overspend of £60k re full impact of single status, anticipated contract price increase of 4% in Sept and pressure re movement from residential to in-borough placements.

242 310 68

Reduction in Local Public Service Agreement funding 76 61 (15)

Staff vacancies & minor underspends PART DSG BUDGET (144) (186) (42)

LEA Retained Budgets 0

Budget underspending on School milk DSG BUDGET (7) (8) (1)

Standards & Effectiveness 0 4 4

Early Years Families & Play



COMMENTS ON



FORECAST VARIATIONS

3 & 4 year old grants to PVI nurseries-additional funding exceeds requirement. DSG BUDGET (719) (100) 619

Ocober CRC figure included a double count of DSG grant adjustment re final pupil numbers also reflected in Offset of DSG underspend above and budget realignment to reflect 3 &4 yr old grant demand

Staff vacancies with posts out to advert. PART DSG BUDGET (246) (100) 146 Some areas now not funded through Sure Start Grant

Youth 0

Net minor over/underspends on salaries & premises (15) (25) (10)

Libraries

Utility price increases, mobile libraries & delayed closure Sth Friern Library 107 142 35

226 355 129

Environment & Transport

Special Parking Account - reduced income from PCNs (net) * 344 243 (101)Improved projection due to close management and control of staffing costs & other general expenditure.

Churchyards - additional redundant Churchyard 12 12 0

R.A.S.W.A. 0 50 50 Improved compliance resulting in reduced income

Private Works Reinstatement 0 50 50 Actual activity level lower than predicted

Building Services Consultancy 0 73 73 Reduction in level of Non- GF income achievable

Other Management & Support Services 0 (75) (75)Managed under spend to meet anticipated pressure from reduction in Non GF income

Weed Spray 0 47 47 Additional Weed Spray (4th Quarter)Street Enforcement Services 0 (60) (60) Vacancies pending restructure

Grounds Maintenance 0 (20) (20) Decrease in the volume of seasonal bedding work required



COMMENTS ON



FORECAST VARIATIONS

Trade Waste 0 (120) (120) Increased income

Golf courses - revision to leasing arrangements 40 35 (5) Reduction in anticipated Grounds Maintenance charges

Green Spaces - control spend to meet golf course overspend (40) (85) (45) Recruitment delays

Public Lighting PFI - saving from new contract * & contract deductions 0 (77) (77)Initial deductions due to teething problems experienced in the early stages of the contract

356 73 (283)

Housing

Housing Benefits - HBIS / Pericles changeover. 642 642 0

Housing Benefits - Final claim adjustment (170) (170) 0

Temporary Accommodation (estimated) (600) (600) 0

Housing Needs - Legal fees resulting from appeals 140 140 0

12 12 0

Law & Probity

Staffing Costs within Registrars 30 0 (30)

Barnet Homes Income 0 40 40

Vacancies across the Service (30) (40) (10)

0 0 0



COMMENTS ON



FORECAST VARIATIONS

Planning & Environmental Protection

Building Control - income 46 25 (21)Lower than anticipated HRA / Capital Non-GF income, reduced by increased charges to insurance

Mortuary - Mortuary Assistant and licence costs 27 27 0

Watling Market - reduced income due to declining activity 15 15 0

Planning - Appeal Costs 0 35 35 Awards of Costs and Appeal Inquiries

88 102 14

Resources

Staffing Delay in Resources Restructure 1,050 1,050 0

IS Licences and Contractual Obligations 500 500 0

Recovery of court fees (200) (200) 0

NLBP Rent - per DPR 300 300 0

Central Stores closure 150 150 0

SAP Licences 0 180 180

Central Expenses & Contingency

Net interest from timing of borrowing and investments (2,500) (2,750) (250)

(700) (770) (70)

Total (net forecast overspend) 331 331 281 281 (50) (50)

General Fund Balances @ 1.4.2006 (10,487) (10,487) 0

Variations Approved at Cabinet Resources Committee 6th September 2006

Park keepers - backdated weekend working pay claim 85 85

(10,402) (10,402) 0

Forecast Balances @ 31.3.2007 (10,071) (10,071) (10,121) (10,121) (50) (50)


APPENDIX B (1)

Line Reference Efficency Proposal (Cashable) Budget 2006/07

£

Forecast Outturn

£

Variance £ Progress & Risks of not achieving

1 Adult Social Services 0 0 0 02 Autism Services (50,000) (50,000) 0 Budget Adjusted3 Learning Disability Reprovision (60,000) (60,000) 0 Budget Adjusted

4 Remodelling Business Processes -back office services (200,000) (200,000) 0Budget Adjusted

5 Younger Adults - Transport Best Value Review (50,000) (50,000) 0 Budget Adjusted6 Younger Adults - Flightways Resource Centre. (65,000) (65,000) 0 Budget Adjusted7 Children & Families

8 Savings on external placements (750,000) (750,000) 0 Based on current know placements and expected end dates. However, there is no provision for any new placements between October '06- March '07.

9 Corporate Support Services10 Law and Probity (40,000) (40,000) 0 Budget Adjusted11 Admin support saving (60,000) (60,000) 0 Budget Adjusted12 Communications reorganisation (20,000) (20,000) 0 Budget Adjusted13 Reorganisation of complaints (110,000) (110,000) 0 Budget Adjusted14 Reduced consultation costs (40,000) (40,000) 0 Budget Adjusted15 Delete CPO Communications Officer (33,000) (33,000) 0 Budget Adjusted16 Education17 Home to school transport (not special education) (200,000) (200,000) 0 Budget adjusted, Mayor of London - Free travel for young People

18 Reorganisation of Children & Family Day Centres as Children Centres from 2007. (250,000) (250,000) 0

Budget adjusted, strategy in place to reorganise as Childrens centres 19 Library reminders and reservation notices (5,000) (5,000) 0 Budget adjusted20 Cultural Services Management Restructure (112,000) (112,000) 0 Budget adjusted and restructure implemented21 Service restructuring and reduction in establishment (60,000) (60,000) 0 Budget adjusted and establishment posts deleted

22 Replace Libraries Network (50,000) (50,000) 0

Modernising Our Infrastructure implementation was delayed but implemented October 2006. Three quarterly payments have been made to BT as circuit costs are paid quarterly in advance. BT is currently ceasing the old network circuits and a credit for November and December is expected that will bring the expenditure into line with the expected

23 Environment & Transport

24 Environmental Services Admin Review (252,000) (252,000) 0 Base budget reset and posts deleted. ( Note : this efficiency affects both Environment & Transport and Planning & Environmental Protection Services ).

26 Allotments - review cost recovery (16,000) (16,000) 0 Fees increased and budgets reduced. Net savings on track - need to monitor income achieved.

27 Green Spaces - restructuring (175,000) (220,000) 45,000 Base budget reset and posts deleted. Recruitment delays as resulted in net savings being exceeded.

28 Golf courses - rental income (18,000) 17,000 (35,000)

Will not be achieved. Budget assumed golf courses would be externalised and £18,000 income achieved through leeases. Poor response to tenders and only one coursed leased. Therefore, loss of budgetted income and need to carry out minimal maitenance or grass over. Corresponding savings to be identified from overall Green spaces budgets.

29 Street Enforcement Service - restructuring (850,000) (910,000) 60,000 Base budget reset and posts deleted. Net savings exceeded due to unfilled vacancies pending restructure.

30 Abandoned vehicles - procurement efficiencies (20,000) (20,000) 0 Joint contract with other boroughs being established. Level of activity to be monitored.

APPENDIX B (1)

Line Reference Efficency Proposal (Cashable) Budget 2006/07

£

Forecast Outturn

£

Variance £ Progress & Risks of not achieving

31 Environmental Services re-organisation (284,000) (284,000) 0 Base budget reset and posts deleted.33 Highways General (90,000) (90,000) 0 Base budget reset and posts deleted.34 Sign Shop - efficiency savings (30,000) (30,000) 0 Base budget reset.35 Street Lighting Review (30,000) (30,000) 0 Base budget reset.36 Housing -General Fund

37 Reduction in temporary accomodation (850,000) (850,000) 0

Savings as a result of reduction in the use of overnight accommodation and increased use of private sector leased properties. Further efficiencies come from re-negotating management fee arrangements with housing association providers.

38 Deletion of Housing Communications and Marketing Officer (17,000) (17,000) 0 Budget reduced

39 Planning & Environmental Protection40 Reduction in transport and postage budget (7,000) (7,000) 0 Base budget reset.41 Reduction of Administration Assistant (23,000) (23,000) 0 Base budget reset.42 Part-time policy planner - hold in abeyance (15,000) (15,000) 0 Base budget reset.25 Care and Repair : service review (20,000) (20,000) 0 Fees increase. Monitor activity and income. Fee income not being generated due to 43 Resources44 Resources restructure (836,000) (836,000) 045 MCS systems decommissioning (100,000) (100,000) 0 Budgets to be reset at completion of resources restructure46 MCS Benefits realisation (250,000) (250,000) 0 Savings to be identified Councilwide and to be reclaimed47 Print Efficiencies (50,000) (50,000) 0 Awaiting Implementation of the Print Strategy48 IT telephony (100,000) (100,000) 0 Savings included in resoureces restructure49 Hardware maintenance (30,000) (30,000) 0 Savings included in resoureces restructure50 IS Support Saving (75,000) (75,000) 0 Savings included in resoureces restructure51 Improved rent recovery (20,000) (20,000) 0 Work ongoing on consolidating information on rents received.52 Efficiencies within Leisure Partnership Budget (50,000) (50,000) 053 MCS further savings on legacy systems (250,000) (250,000) 0 Budgets to be reset at completion of resources restructure54 Strategic Development55 Reduction in staffing (45,000) (45,000) 0 Budget reduced56 (6,658,000) (6,728,000) 70,00057 Summary of Efficiencies :-58 (4,278,000) (4,383,000) 105,000 59 (1,526,000) (1,526,000) 0 60 (854,000) (819,000) (35,000)61 Totals (6,658,000) (6,728,000) 70,000

HOUSING REVENUE ACCOUNT APPENDIX C

ServiceCurrent

Budget £Projected Outturn £ Variance £ Remarks

EXPENDITURESupervision & Management - GeneralLBB Retained 2,995,200 2,995,200 0Management fee 12,566,990 12,566,990 0

Supervision & Management - SpecialLBB Retained 0 0 0Management Fee 5,211,750 5,271,750 60,000 Social homebut scheme

Supervision & Management - OtherLBB Retained 18,000 18,000 0Management Fee 91,150 91,150 0

Repairs & Maintenance 8,669,450 8,669,450 0

Capital Financing Costs 2,227,000 2,227,000 0Depreciation (MRA) 7,939,140 7,939,140 0Housing Subsidy 8,999,000 9,061,000 62,000 Calculation of compensation for rent capHousing Benefits 400,000 400,000 0

Total Expenditure 49,117,680 49,239,680 122,000

INCOMESupervision & Management: General Income (2,621,860) (2,621,860) 0 Special Income (3,337,250) (3,337,250) 0Rent Income:- (250,000) (250,000) 0 Dwellings (40,702,860) (40,702,860) 0 Garages (740,000) (740,000) 0 Other (679,790) (679,790) 0

Total Income (48,331,760) (48,331,760) 0

Contribution to/(from) balances (785,920) (907,920) (122,000)

Net Expenditure 0 0 0

2006/07

APPENDIX D

s

d

SUMMARY OF BUDGET VARIATIONS

GENERAL FUND CAPITAL PROGRAMME - MONTH 6 2006/07

2006/07 Total Scheme

Service Spend to 30/09/06

Latest Approved

Budget

Projected Outturn Variation Budget Projected

OutturnProjected Variation

£000 £000 £000 £000 £000 £000 £000Adults Services 0 3,459 3,097 (362) 4,436 3,969 (467)Central Expenses 0 0 0 0 1,065 1,065 0Childrens Services 89 311 307 (4) 2,114 2,110 (4)Education 3,472 24,492 15,982 (8,510) 97,535 95,919 (1,616)Environmental Service 656 2,147 2,084 (63) 4,846 4,783 (63)Highways & Design 2,378 12,294 10,997 (1,297) 42,848 41,551 (1,297)Law and Probity 60 77 119 42 320 330 10Resources 2,724 6,086 6,341 255 31,436 31,681 245Strategic Development 0 505 319 (186) 984 798 (186)Housing - General Fun 2,971 11,054 11,049 (5) 36,280 36,265 (15)Total - General Fund 12,350 60,425 50,295 (10,130) 221,864 218,471 (3,393)

HOUSING REVENUE ACCOUNT PROGRAMME - Month 6 2006/07

Service


Spend to 30/09/06

Latest Approved

Budget

Projected Outturn Variation Budget Projected

OutturnProjected Variation

£000 £000 £000 £000 £000 £000 £000Cash Incentives 371 500 500 0 2940 2940 0Housing Renovation Programme 9,132 30,118 30,163 45 126,008 126,706 698

Housing Regeneration 0 414 414 0 741 741 0Total - HRA 9,503 31,032 31,077 45 129,689 130,387 698

Total - GF & HRA 21,853 91,457 81,372 (10,085) 351,553 348,858 (2,695)

APPENDIX E

Capital Funding Summary

CAPITAL PROGRAMME

General Fund 2006/07 Budget

2006/07 Funding Total Scheme Budget

Total Scheme Funding

Service Grants Other Revenue / MRA

Capital Receipts Borrowing Total Grants Other Revenue /

MRACapital

Receipts Borrowing Total

£000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000

Adults Services 3,459 0 0 0 0 3,459 3,459 4,436 0 0 0 0 4,436 4,436

Central Expenses 0 0 0 0 0 0 0 1,065 1,065 0 0 0 0 1,065

Children & Families Service 311 134 0 0 0 177 311 2,114 826 0 87 803 398 2,114

Education Service 24,492 14,014 1,811 0 0 8,667 24,492 97,535 63,507 2,127 0 0 31,901 97,535

Environmental Services 2,147 172 447 0 0 1,528 2,147 4,846 1,183 596 0 0 3,067 4,846

Highways & Design 12,294 7,044 638 0 0 4,612 12,294 42,848 17,576 6,041 0 0 19,231 42,848

Law & Probity 77 0 0 0 0 77 77 320 0 0 0 0 320 320

Resources 6,086 834 98 220 0 4,934 6,086 31,436 1,136 2,443 20 10,754 17,083 31,436

Strategic Development 505 115 0 0 0 390 505 984 328 57 0 28 571 984

Housing - General Fund 11,054 605 3,180 0 4,255 3,014 11,054 36,280 3,319 8,306 0 9,135 15,520 36,280

Total - General Fund 60,425 22,918 6,174 220 4,255 26,858 60,425 221,864 88,940 19,570 107 20,720 92,527 221,864

Total - HRA 31,032 200 4,267 4,322 3,624 18,619 31,032 129,689 250 14,633 25,860 11,905 77,041 129,689

Grand Total 91,457 23,118 10,441 4,542 7,879 45,477 91,457 351,553 89,190 34,203 25,967 32,625 169,568 351,553

As a % of total

APPENDIX F

Prior Years

SAP Ref Scheme DescriptionSpend to 31/03/06

Spend to 30 Sept 06

Latest Approved

BudgetProjected Outturn Variance Budget

Projected Outturn Variance Explanation / Comments

Adults Services £000 £000 £000 £000 £000 £000 £000

ADT/00002 Mental Health - DH 2004-05 to 2007-08 allocations158 0 322 0 (322) 634 634 0

Project awaiting approval. Given nature of the project it is anticipated that it may be necessary to carry forward allocations to 2007-2008.

ADT/00003 Adults Personal Social Services Capital Allocation 2004-050 0 210 210 0 210 210 0

Various projects including the implementation and procurement of IT improvements such as eSAP and EDRMS (ESCR solution)

ADT/00003 Adults PSS Capital 2005-06 to 2007-08 allocations 0 0 427 427 0 642 215 (427) As above.ADT/00004 Adult re-provisioning Programme - Older Adults care home 450 0 2,460 2,460 0 2910 2910 0 Cabinet 4 Sept 06 Budget allocated to PSCIP future yearsADT/00099 Outstanding commitments on completed schemes 0 0 40 0 (40) 40 0 (40)

Total - Adults Services 608 0 3,459 3,097 (362) 4,436 3,969 (467)Central

BTR/00003 Local Public Service agreements 1,065 (94) 0 0 0 1,065 1,065 0 Reversal of 2005/06 AccrualsTotal - Central Expenses 1,065 (94) 0 0 0 1,065 1,065 0

Children's ServicesCAF/00001 Childrens PSS Alloc 2006-07 Looked After Children's IT 106 32 107 107 0 213 213 0CAF/00002 SWIFT - Social Care Information Upgrade 1,516 48 66 66 0 1,582 1,582 0CAF/00003 Integrated Childrens Services Grant - 2005-06 to 2007-08 26 9 134 134 0 315 315 0CAF/00099 Outstanding commitments on completed schemes 0 0 4 0 (4) 4 0 (4)

Total - Children's Services 1,648 89 311 307 (4) 2,114 2,110 (4)Education

EDU/00001 School Access Initiatives - 2003-04 to 2005-06 976 91 245 188 (57) 1,221 1,221 0EDU/00001 School Access Initiatives - 2006/07 & 2007/08 allocation 0 29 416 216 (200) 832 832 0 £200k allocated to PSCIPEDU/00004 NDS - Building Condition programme 2003-04 2,359 6 40 24 (16) 2,399 2,399 0EDU/00005 LEA Liability at VA Schools re major capital schemes 86 0 24 24 0 110 110 0

EDU/00009 The Compton School - expansion 5,293 (102) (20) 42 62 5,273 5,335 62 Work complete, final accounts to be resolved; possible minor overspend

EDU/00010 Frith Manor 5,420 1,412 1,699 1,699 0 7,153 7,153 0 Work complete, final accounts to be resolvedEDU/00013/14 Modernisation - All Schools Need 2004-05 1,720 56 597 134 (463) 2,317 2,317 0 £339k allocated to PSCIPEDU/00015 Modernisation - All Schools Need 2005-06 346 267 678 473 (205) 1,030 1,030 0EDU/00016 Modernisation - Primary School Need 2005-06 41 51 201 147 (54) 242 191 (51) Underspend to be allocated to projects in 06/07EDU/00044 Modernisation - Primary School Need 2006-07 & 2007/08 0 637 2,379 1,844 (535) 2,810 2,810 0 £295k allocation to PSCIPEDU/00017 New Pupil Places - formulaic (SCER) 0 0 2,202 0 (2,202) 3,065 3,065 0 Cabinet 4 Sept 06 Budget allocated to PSCIP future years

EDU/00018 Modernisation - Secondary 2006-07 & 2007/08 0 77 2,165 1,017 (1,148) 4,087 4,087 0Major works at Hendon Sch 2007/08 and later; Secondary sch expansion report in preparation, contingency to be allocated

EDU/00019 Surestart - Capital Allocation 0 0 3,323 0 (3,323) 6,386 6,386 0

Programme to be revised re report on Sure Start Children s Centre Programme Ph 2 to Cabinet Resources on 19 Oct 06

EDU/00020 Big Lottery Fund Schemes - Bell Lane Sports Hall 783 18 5 5 0 788 788 0Expenditure on Office formation project recoded. Scheme complete

EDU/00020 BLFund Schemes - Moss Hall Jun - Changing Room Refurb 0 20 255 278 23 255 278 23 Sch has agreed to increase contribution from £50k to £73k; revised budget to be agreed accordingly.

EDU/00020 BLFund Schemes - Oak Lodge school MUGA 0 2 240 236 (4) 240 240 0Scheme delayed due to legal challenge of planning permission

EDU/00020 BLFund Schemes - Borough Playground Scheme - 7 sites 0 0 151 151 0 151 151 0 Schemes designed - tenders to be soughtEDU/00020 Big Lottery Fund Schemes - Whitings Hill MUGA 2 1 228 230 2 230 230 0 Scheme designed; tender Oct 06EDU/00022 Underhill Infants - Childrens Centre 7 0 10 10 0 230 230 0 Scheme being redesignedEDU/00023 Dollis Infants - Reprovisioning and Nursery Expansion 2 4 10 10 0 194 194 0 Scheme programme being discussed with schoolEDU/00024 PSCIP - Hyde School Stage 1 - Childrens Centre 95 6 1,280 1,280 0 1,450 1,450 0EDU/00024 PSCIP - Hyde School Stage 2 - Redevelopment of School 0 0 340 340 0 6,050 6,050 0

PSCIP - Hyde School - Contingency 0 0 0 0 0 850 0 (850) EDU/00043 Parkfield School - Stage 1 Childrens Centre 794 535 651 605 (46) 1,455 1,455 0 Scheme completeEDU/00043 Parkfield School - Stage 2 Redevelopment of School 88 10 558 558 0 6,040 6,040 0

Parkfield School - Contingency 88 0 0 0 0 800 0 (800) EDU/00026 PSCIP - Consultants costs 203 247 347 347 0 800 800 0EDU/00026 PSCIP - Procurement costs 0 1 970 970 0 1,095 1,095 0EDU/00054 East Barnet - Rebuild 0 92 1,080 1,080 0 28,400 28,400 0EDU/00049 Youth Capital Funding 0 0 173 173 0 305 305 0 Programme in preparationEDU/00027 Outstanding commitments on completed schemes 36 12 356 12 (344) 392 392 0 Spend dependent on contractors claims

Education Services Total excl DFC 18,339 3,472 20,603 12,093 (8,510) 86,650 85,034 (1,616)


APPENDIX F

Prior Years


Spend to 30 Sept 06

Latest Approved




EDU/00028etc New Deals for Schools Devolved Formula Capital 3,035 0 3,678 3,678 0 10,585 10,585 006/07 Budget is schs DFC allocation. Schs having rolling programme of allocations and expenditure

EDU/00032 Specialist Schools (capital grant) 89 0 211 211 0 300 300 0Total - Education Services 21,463 3,472 24,492 15,982 (8,510) 97,535 95,919 (1,616)

Environmental Services

ENV/00002 Recycling - green bins, paper and can recycling banks 695 41 90 90 0 785 785 0Additional expenditure on the 2006/7 approved budget is to be funded by the WPEG £363k allocation

Waste Performance Efficiency Grant 0 0 364 364 0 364 364 0ENV/00003 Parks Infrastructure - Old Courthouse Rec catering facilities 20 14 4 14 10 24 34 10 Project to be completed within budget in 2006/7

Parks Infrastructure - security of park boundaries 20 0 30 20 (10) 50 40 (10) Project to be completed within budget in 2006/7

ENV/00007 Darlands Lake / Stonegrove Park 32 136 213 158 (55) 245 190 (55) Balance of the contigency included in the projected outturn will be used to contribute towards the purchase of Darlands Farm (ENV/00016)

ENV/00008 Watling Park (S106) 117 0 15 31 16 132 148 16 Overspend likely due to additional CCTV costs.ENV/00009 Woodfield Park Pavilion 896 0 26 26 0 922 922 0 Project complete - awaiting final accounts from contractors

ENV/00010 Glebelands Open Space - Sports Pitches 7 0 68 68 0 75 75 0Currently obtaining quotes - 2006/7 Project spend should be in line with budget.

ENV/00011 Environmental Officer - capitalisation of salary 40 0 40 40 0 200 200 0 Revenue spend capitalised against DFG - ongoing

ENV/00012.07 CCTV in Town Centres - radio communications system 18 20 82 82 0 100 100 0Proposal to spend in budget 2006/7 - Programme of spend to be confirmed

ENV/00012.10 CCTV in Town Centres - 2004-05 programme 555 25 210 210 0 765 765 0 2005/6 Slippage to cover ENV/00014 projectsENV/00014&15 CCTV in Town Centres - 2005-06 & 2006-07 programme 30 0 765 401 (364) 795 431 (364)

NRF Funding East Finchley - CCTV, Development & Delivery 0 0 160 160 0 160 160 0ENV/00014.01 CCTV Installation - New Barnet Town Centre 2 32 (2) 32 34 0 34 34 ENV/00014.02 CCTV Installation - Finchley Town Centre 4 290 (4) 290 294 0 294 294 ENV/00014.03 CCTV Installation - Mill Hill Town Centre 3 33 (3) 33 36 0 36 36

CCTV Installation - Apex Corner 0 0 0 0 0 0 0 0NRF Funding Burnt Oak - CCTV, Dev & Delivery 2007-08 0 0 0 0 0 140 140 0 This budget is to fund EN12 07/08 programme

ENV/00016 Darlands Farm 0 65 0 65 65 0 65 65 Unplanned expenditure on the surrender of an existing lease

Outstanding commitments on completed schemes 0 0 89 0 (89) 89 0 (89) Residual budget to meet liabilities on completed schemes. Spend is dependent on contractors chasing up

Total - Environmental Services 2,439 656 2,147 2,084 (63) 4,846 4,783 (63) Highways & Design

Structural Maintenance of Bridges - 2005-06 Programme 107 9 6 (3) 116 113 (3) HID/00001 Structural Maintenance of Bridges - 2006-07 Programme 0 56 179 179 0 179 179 0

HID/00002 Street Lighting 694 0 56 0 (56) 750 694 (56) Residual budget needs to be transferred to the 2006/7 Highways Investment Programme - see addtnl notes below

HID/00003 Local Safety Schemes - 0405 & 0506 Programmes 1346 138 84 219 135 1,430 1,565 135 HID/00028 Local Safety Schemes - 2006-07 Programme 0 18 655 520 (135) 655 520 (135) HID/00004 Carriageway Reconstruction - Principal Roads - 0405 & 0506 3628 278 367 380 13 3,995 4,008 13 HID/00031 Carriageway Reconstruction - Principal Roads - 0607 alloc 0 523 971 959 (12) 971 959 (12)

HID/00007 & 8 Road Traffic Act - Controlled Parking Zones 808 0 345 225 (120) 1,553 1,433 (120) Underspend can be attributed to a revision in programme funding and will be utilised in supporting the SPA revenue account

HID/00009 Edgwarebury Brook Flood Alleviation 11 0 56 0 (56) 67 11 (56) Scheme has now been stopped as the Env Agency has accepted responsibility for work.

Footway Reconstruction - Borough Roads (Barnet funding) 776 0 2 (2) 778 776 (2) HID/00010 Footway Reconstruction - TFL funding 435 0 0 0 435 435 0HID/00011 London Bus Priority Network - 2005/06 & 2006-07 Programm 110 0 1795 1795 0 1,905 1,905 0HID/00012 Cycling 61 19 22 22 0 83 83 0HID/00014 Pursley Rd - Traffic Management 75 0 48 48 0 123 123 0HID/00015 Safer Routes to Schools - 0405 & 0506 Programme 276 16 27 18 (9) 303 294 (9) HID/00036 Safer Routes to Schools - 2006-07 Programme 0 0 200 200 0 200 200 0

HID/00016 Silkstream Flood Alleviation 0 0 1100 0 (1,100) 1,100 0 (1,100) Scheme has now been stopped as the Env Agency has accepted responsibility for work.

HID/00018 Regeneration and Access Corridors 64 15 9 0 (9) 73 64 (9) HID/00019 Cartwright Memorial, St Mary's Church 14 37 37 0 51 51 0HID/00017&26 Highways Investment 2004-05 4686 (10) 138 0 (138) 4,824 4,686 (138)

Variances are contained within overall programme allocations

Total budget approved for CCTV Installation in TC is £900k. This was reduced by £105k by 27 Jul CRC and £160k budget is to be funded from NRF funding.

Variances are contained within overall programme allocations

APPENDIX F

Prior Years


Spend to 30 Sept 06

Latest Approved




HID/00021-24 Highways Investment 2005-06 4402 199 146 220 74 4,548 4,622 74 Programme overspend will be offset against £56k residual Prudential Borrowing allocated to streetlighting & £2k footway reconstruction

HID/00029&30 Highways Investment 2006-07 0 961 3000 3121 121 3,000 3,121 121 HID/00035 Highways Investment 2007-08 0 0 0 0 4,000 4,000 0HID/00025 Bus Stop Accessibility 5 0 126 126 0 131 131 0HID/00033 Colindale Development Area 0 165 2745 2745 0 11,365 11,365 0HID/00034 Minor TFL allocations 0 0 100 100 0 100 100 0

Outstanding Commitments on completed schemes 36 0 77 77 0 113 113 0Total - Highways & Design 17,534 2,378 12,294 10,997 (1,297) 42,848 41,551 (1,297)

Law & Probity

BSO/00001 Local Land Charges 83 54 67 78 11 150 161 11

The LCC project is made up of two projects a software implementation project and a data capture project.The data capture part of the project will have an overspend of £5K, this is due to the fact that we only had estimates of the various datsets initially and in carrying out the project additional data capture has been required. The Software Implementation part of the project will have a projected overspend of £6K, this is due to new functionality developments that we are taking advantage of and were not available when the project first started.

BSO/00003 Legal case management system 160 5 10 9 (1) 170 169 (1) COR/00003 Members IT 0 1 0 32 32 0 0

Total - Law & Probity 243 60 77 119 42 320 330 10 Resources

BTR/00001 Pericles - Revenues and Benefits System 1009 133 820 700 (120) 1,829 1,709 (120) Projection now includes revenue costs to be capitalised GIS Internet Project 0 10 10 10 (10) Not yet started

Content Management System (CMS) 333 104 91 131 40 424 464 40 Both CMS and CRM complete. On CMS there is an expected additional £25K to the end of the year for web support payments to external suppliers.

ITY/00003 Modernising Our Infrastructure 3019 908 400 944 544 3,419 3,963 544 Report going to CAG on overspend. Commitments being reviewed to verify projected outturn figure.

ITY/00004 Modernising Core Sytems 9,971 1,309 1,500 1,500 0 11,471 11,471 0 Outstanding commitments being reviewed - projected outturn may reduce

Electronic Documents and Records Management System 124 88 1,096 1,096 01,220

1,220 0As anticipated at procurement stage, the actual cost of the project is expected to exceed the budget available and a bid will be made in year (06/07) for further funds.

Education Management Information System 282 0 71 71 0 353 353 Improving Information Management 0 0 172 0 (172) 172 (172) Capital grant to be allocatedMobile Working Strategy Development 0 0 80 80 0 80 80 0NLBP - IT costs of additional staff relocated to NLBP 0 0 410 410 0 410 410 0IP Telephony and call management technology 0 0 20 20 0 20 20 0 Expect full budget to be spent by Mth 7Modernising the Way We Work 0 0 75 75 0 75 75 0NLBP - IT costs 2295 33 33 33 0 2,328 2,328 0Planning - reception area 0 0 100 100 0 100 100 0Barnet House 1552 138 54 136 82 1,606 1,688 82 Project now complete.Council Offices Security Systems 23 0 157 157 0 180 180 0

Fenella Refurbishment 282 0 18 18 0 300 300 0Expenditure was incurred in 2005/06 and miscoded to MOI. Correcting journal mistakenly posted to 2006/07.

Hendon Town Hall - repair/replacement of heating 0 0 40 0 (40) 40 (40) Project is not going to proceed due to Hendon Town Hall development

Barnet House - replacement water tanks 0 0 50 30 (20) 50 30 (20) Tender has come in lower than expectedBurnt Oak Registry Office - heating replacement 0 0 50 0 (50) 50 (50) Arts Centre Development 3153 0 363 363 0 3,516 3,516 0Burnt Oak Leisure Centre 3307 11 92 92 0 3,399 3,399 0

APPENDIX F

Prior Years


Spend to 30 Sept 06

Latest Approved




Copthall stadium - resurfacing of athletics track 0 0 375 375 0 375 375 0

This sum is now committed. Work started in mid August 2006 and the work should be completed by end of October 06. The budget for the project is £375k of which £97,500 is funded from S106 monies, £97,500 from Sports England Grant, £160,000 from London Marathon Trust Grant and £20,000 from the Leisure Services Revenue Budget. A further £25k of s106 monies are being applied for as they are already committed to Leisure Services within the Borough, and if approved this would be substituted for the contribution from the Leisure Services Revenue Budget.

Outstanding commitments on completed schemes 0 0 9 0 (9) 9 (9) Total - Resources 25,350 2,724 6,086 6,341 255 31,436 31,681 245

Strategic Development Figures provided are as month 5Watling Shopping Estate 27 0 33 33 0 60 60 0

Town Centre Regeneration & Improvement 163 0 153 77 (76) 316 240 (76) Projected underspend as shown. Approval is to be sought for this to be carried forward to 2007-08.

Town Centre Initiatives - Nth Finchley Regeneration 59 0 221 111 (110) 280 170 (110) Projected underspend as shown. Approval is to be sought for this to be carried forward to 2007-08.

Building Safer Communities 230 98 98 0 328 328 0Total - Strategic Development 479 0 505 319 (186) 984 798 (186)

Housing - General FundRenovation Grants 592 0 5 0 (5) 607 592 (15) Renovation Grant budget no longer required.

Disabled Facilities Grants 2014 483 1005 1005 0 5,029 5029 0

DFG's are mandatory and demand led. There has been a change in legislation enabling greater entitlement to specific adaptations. Approvals and payments are monitored closely. There is scope to re-profile spend to the next financial year so that in-year spend is contained within budget. The overall position is that spend is forecast at the budgeted amount.

Housing Association Programme 6830 1,202 4050 4050 0 15,124 15124 0

Current figures forecast Housing Association programme spend to be at the budgeted amount. There is possibly slippage resulting from delayed completions of schemes or planning delays, although the possibility of this is unknown at this time.

Regeneration:-

Stonegrove - site assembly / property acquisition

3740 522 2980 2980 0 11,020 11020 0

Property acquistions and spend to date are projected to fully use this budget. This is a long term programme and possible timing differences on acquistion of properties can lead to a budget variation, at outturn. The capital programme, overall, is forecast at budget. The spend on this budget is currently being reviewed and therefore will be updated once information provided.

Grahame Park - property acquisition

1486 764 3014 3014 0 4,500 4500 0

Property acquistions and spend to date are projected to fully use this budget. This is a long term programme and possible timing differences on acquistion of properties can lead to a budget variation, at outturn. The capital programme, overall, is forecast at budget.

Total - GF Housing 14,662 2,971 11,054 11,049 (5) 36,280 36,265 (15)

Total - General Fund 84,426 12,350 60,425 50,295 (10,130) 221,864 218,471 (3,393)

2006/07 Housing Revenue Account Forecast Capital Outturn APPENDIX G

e

Prior Years 2006/07 Total Scheme

SAP Ref

Housing Revenue Account Scheme Description

Spend to 31/03/06

Spend to 30 Sept 06

Latest Approved



£000 £000 £000 £000 £000 £000 £000 £000

Cash Incentives 1,440 371 500 500 0 2,940 2940 0

There is a high demand for Cash incentive schemes. Based on approved applications the budget is forecast to be fully spent. If predicted completions do not occur, then budgetary resources are used to support further awards. This is a cash limited budget and spend is anticipated to be at budget.

Transitional Programm 22,159 1353 1,160 1,858 698 23,384 24,082 698 Outstanding work carried forward from 2005-06

Partnering Packages Barnet 3,319 1,971 7,664 8,018 354 30,148 30,148 0 Finchley 1,739 1,284 6,460 4,694 (1,766) 19,557 19,557 0 Hendon/Edgware 3,613 2,560 8,595 10,068 1,473 29,934 29,934 0 Sheltered/Hostels 1,329 590 2,076 1,996 (80) 6,904 6,900 (4)

Adaptations 2,174 250 680 582 (98) 4,344 4,344 0

Regeneration Estates 516 242 551 415 (136) 2,194 2,194 0

Miscellaneous Works 2,990 882 2,482 2,078 (404) 9,093 9,093 0

Summers Lane Development 0 0 450 454 4 450 454 4

HRA Regeneration 327 0 414 414 0 741 741 0 Budget fully committed.Total - General Fund 39,606 9,503 31,032 31,077 45 129,689 130,387 698

Appendix H Prudential Indicator Monitoring 2006/07 2006/07 Budget Forecast £’000 £’000 Capital Expenditure Non – HRA 40,530 60,425 HRA (applies only to housing authorities) 30,151 31,032 Ratio of financing costs to net revenue stream % % Non – HRA 1.31% 0.07% HRA (applies only to housing authorities) 41.00% 40.00% Incremental Impact on Band D Council Tax -£15.44 -£45.02 Capital Financing Requirement £’000 £’000 Non – HRA 100,265 105,555 HRA (applies only to housing authorities) 42,857 43,274 Authorised limit for external debt - £’000 £’000 Borrowing 144,481 186,661 Other long term liabilities 31,000 129,000 Total 175,481 315,661 Operational boundary for external debt - £’000 £’000 Borrowing 148,122 186,661 Other long term liabilities 0 108,775 Total 148,122 295,436 Upper limit for fixed rate exposure Net principal re fixed rate borrowing / investments 100% 100% Upper limit for variable rate exposure Net principal re variable rate borrowing / investments 30% 30% Maturity structure of fixed rate borrowing during 2006/07

Upper limit Budget book

Lower limit Budget book

Upper limit

forecast

Lower limit

forecast Under 12 months 70% 70% 70% 70% 12 months and within 24 months 25% 25% 25% 25%

24 months and within 5 years 30% 30% 30% 30%

5 years and within 10 years 50% 50% 50% 50%

10 years and above 95% 95% 95% 95%

Glossary

• Capital expenditure – this prudential indicator shows the estimate of capital expenditure for the financial year.

• Ratio of financing costs to net revenue stream – this prudential indicator

shows the estimated annual revenue costs of borrowing (net interest payable on debt and the minimum revenue provision for repaying the debt), as a proportion of annual income from government grants and council tax payers.

• Incremental impact on Band D Council Tax – this prudential indicator

reflects the estimated annual increase in Band D Council Tax as a result of new proposed capital spending.

• Capital Financing Requirement (CFR) – this prudential indicator

determines the authority’s underlying need to borrow for capital purposes. Schemes that have no specific funding source increase the authority’s underlying need to borrow hence the CFR increases.

• Authorised limit for external debt – this prudential indicator shows the

absolute limit of borrowing based upon the authority’s plans and includes sufficient headroom for adverse cash movements.

• Operational boundary for external debt - this prudential indicator is

based upon the authority’s plans and shows the maximum level of external debt.

• Limit for fixed and variable interest rate exposure – this prudential

indictor shows the limit that the authority will be exposed to both fixed and variable interest rate movements.

• Maturity structure of borrowing – this prudential indicator shows the

amount of borrowing that will mature within certain time bands in the future. This indicator is designed to ensure that authorities spread the maturity dates of their loans to avoid large maturities occurring at similar times.

Appendix I - Outstanding Debt 2005/06

£0.00

£2,000,000.00

£4,000,000.00

£6,000,000.00

£8,000,000.00

£10,000,000.00

£12,000,000.00

£14,000,000.00

Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06

Adult Services

Housing

Education

Corporate Services

Planning/Highways

Environment

Human Resources

Property

Appendix J - Aged Debt 2005/06

0.00

1,000,000.00

2,000,000.00

3,000,000.00

4,000,000.00

5,000,000.00

6,000,000.00

7,000,000.00

8,000,000.00

Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06

0-1 Month

1-2 Months

2-3 Months

3-4 Months

4-5 Months

5-6 Months

6-12Months

1-2 Years

Over 2Years

AGENDA ITEM: Page nos. 30 - 35

Meeting Cabinet Resources Committee Date 28 November 2006 Subject Property Disposals Report of The Leader of the Council and Cabinet Member

for Resources Summary This report provides a progress update in respect of Council

owned land and buildings which have been approved for disposal.

Officer Contributors Peter Cridland, Interim Head of Property Services

Status (public or exempt) Public – with a separate exempt report

Wards affected All

Enclosures Appendix 1

For decision by The Committee

Function of Executive


N/A

Contact for further information: Peter Cridland 020 8359 7306

1. RECOMMENDATIONS 1.1 That the content of the report be noted. 2. RELEVANT PREVIOUS DECISIONS 2.1 As noted for each property in the exempt report. 2.2 Cabinet Resources Committee 27.07.06 received the fifth of a standing item

report upon the progress of property disposals. 3. CORPORATE PRIORITIES AND POLICY CONSIDERATIONS 3.1 The Corporate Plan commits the Council to deliver consistently high

performing internal transactional support services measured by Capital income through property disposals.

3.2 The Council’s Capital, Assets and Property Strategies are being written and the property strategy will confirm a number of principles by which property is briought forward for disposal under the constitutional rules.

4. RISK MANAGEMENT ISSUES 4.1 Risks for the capital receipts on each case are noted in Appendix A to the

exempt report. 5. EQUALITY AND DIVERSITY ISSUES. 5.1 Barnet Council is committed to improving the quality of life and wider

participation for all in the economical, educational, cultural, social and community life of the Borough. The receipts from these disposals feed into the Council’s Capital Programme which supports the overall aim of the council's Equalities Policy and supports the council in meeting its equalities duties. Each disposal is being considered for the anticipated impact on the local community and seeks to enhance the Council's position as a community leader.

6. FINANCIAL, STAFFING, ICT AND PROPERTY IMPLICATIONS 6.1 The total for receipted disposal’s to date is £1,180,609. 6.2 Specific property issues for each disposal are set out in the reports to Cabinet

Resources Committee. 7. LEGAL ISSUES 7.1 None. 8. CONSTITUTIONAL POWERS 8.1 Constitution – Part 3 Responsibility for Functions – Section 3.6 Functions

delegated to the Cabinet Resources Committee – All matters relating to land

and buildings owned, rented or proposed to be acquired or disposed of by the Council

8.2 Constitution – Rules for the disposal of land and real property – On any disposal of property, proper regard will be had to the professional advice from a qualified valuer at all relevant stages in the process and where the Director of Resources or designated officer, the Cabinet Member for Resources or the relevant body deems it appropriate, independent valuation advice shall be obtained.

9. BACKGROUND INFORMATION 9.1 The Council’s property portfolio is continually subject to review with a view to

maximising the return from the property asset or identifying assets which may be potentially suitable for disposal.

9.2 The report to Cabinet Resources Committee on 30.03.06, stated that it was planned to report every 6 months on Asset disposals. This report is brought forward 4 months from the previous report in July due to the current risks on the timing of some of the capital receipts.

9.3 The detail of the status of each property disposal is still subject to the conclusion of tendering or negotiations and therefore the information could be commercially sensitive.

10. LIST OF BACKGROUND PAPERS 10.1 None. Legal: RAB CFO: CM

Potential Disposals Appendix 1

3 Year Programme

2006/07 2007/ 08 2008/09General Fund Properties General Fund Properties General Fund PropertiesCompleted

Friern Sewage Works - phase 1 Cricklewood - phase 1 (part)The Bunker, Partingdale Lane

Friern Sewage Works - phase 2Smithfield Tennis Courts (Wilf Slack)

176 Hendon WayLand at 1105/1111 High Road

Property at Lyndhurst AvenueLand at Great Strand

31 Green Road (former eng. works)In Progress

Park HouseFormer Watling Boys Club (Dryfield Rd)

HRA PropertiesLand at Bunns Lane

2-10 Hermitage LaneLand at South Road, Burnt Oak

30 Alexandra Road, N10Totteridge Library

Back Lane Garages, EdgwareFinchley Cricket Club ( long Lease)

129 West Hendon Broadway, NW9NCR lands

Land at Gervase Road Burnt OakWest Hendon Playing Fields (car park)

Land adj to Merc cars - Brunswick Pk Hendon Football Club

436/446 Long LaneLand adj to 16 Hadley Grove

The CroftSouth Friern Library

Land at Grahame Park Way

The Leys

Land at Hendon Complex

HRA PropertiesCompleted

30 Watling Avenue

Hankins Lane Depot

106-110 Burnt Oak Broadway

15 Stamford Court

Goodwin Court

Site C Green Lane Edgware

Land r/o 209 Blundell Road -

In Progress

Northfield Garages, East Barnet

Spencer House

25 Watling Avenue

Land r/o 5 Eversfield Gardens

Land adj 52 Wenlock Road

Pert Close


Meeting Cabinet Resources Committee Date 28 November 2006 Subject Totteridge Library, 109 Totteridge Lane, N20 Report of Leader and Cabinet Member for Resources Summary To report the outcome of the best and final offers from the top

ten tenderers selected from the original informal tender and to seek approval for the sale of the freehold interest in the property.

Officer Contributors Richard Malinowski, Senior Valuer, Property Services & Valuation

Status (public or exempt) Public (with a separate exempt section to be submitted)

Wards affected Totteridge

Enclosures None




N/A

Contact for further information: Richard Malinowski, Senior Valuer, Property Services & Valuation. Tel: 0208 359 7359.

100

1. RECOMMENDATIONS 1.1 That the freehold sale of Totteridge Library to the highest bidder be approved on

the terms set out in the exempt report (to follow) and the Borough Solicitor be instructed to complete the sale of the property to the preferred bidder.

2. RELEVANT PREVIOUS DECISIONS 2.1 Cabinet 19 February 2004 and Council 2 March 2004 – approval of 2004/5 budget

including closure of Totteridge Library. 2.2 Cabinet Resources Committee 18 March 2004 (decision item 7) – resolved that the

former Totteridge Library be offered for freehold sale by non-binding tender with potential purchasers being invited to put forward proposals for the re-provision of a library facility.

2.3 Cabinet Resources Committee 17 March 2005 (decision item 7) – reported the outcome

of the initial tender process and, in the absence of viable proposals, resolved to allow a single local developer to commence direct negotiations with the Council.

2.4 Cabinet Resources Committee 21 July 2005 (decision item 7) – resolved that the

Committee noted the action taken to date to market the property and that the appropriate Chief Officers be instructed to: i. Offer the former Totteridge Library premises for freehold sale on the open market; ii. appoint external agents to act for the Council in the marketing and sale of the

property; iii. investigate any unexplored options and costs for a replacement library facility; and that the outcomes of the above be reported to a future meeting of the committee for further consideration.

2.5 Cabinet Resources Committee 28 June 2006 (decision item 9) – approved the sale to Bonshire Investments Ltd. However two higher offers were subsequently received.

2.6 Cabinet Member Delegated Powers Report 20 October 2006 - in order to secure best

consideration officers should be given authority to go back to the 10 highest tenderers on a formal binding tender basis.

3. CORPORATE PRIORITIES AND POLICY CONSIDERATIONS 3.1 Under the Corporate Plan the Council is committed to a cross cutting priority of a “Better

Council for a Better Barnet”. This proposal does this by providing sufficient funding for any financial requirements.

3.2 The Strategic Development Unit has been consulted and confirmed that the proposals in this report do not adversely impact upon any of the Council’s regeneration schemes

4. RISK MANAGEMENT ISSUES 4.1 Formal and unconditional offers were invited for the freehold interest in the property with

vacant possession. The preferred tender is submitted unconditionally and is subject only

to contract. The completion of the sale will not be delayed whilst a planning application is submitted.

4.2 While the property remains vacant, it is vulnerable to acts of vandalism and squatters.

here has already been an attempted break-in. Further delay in the disposal of the site will result in a continuing financial liability to the Council.

4.3 The final disposal of this property could rekindle public opposition to the closing of Totteridge Library in 2004.

5. EQUALITY AND DIVERSITY ISSUES

5.1 Barnet Council is committed to improving the quality of life and wider participation for all in the economical, educational, cultural, social and community life of the Borough. The receipt from this disposal feeds into the Council’s Capital Programme which supports the overall aim of the Equalities Policy.

6 FINANCIAL, STAFFING, ICT AND PROPERTY IMPLICATIONS 6.1 The financial aspects of the tender are set out in the exempt report. Failure to maximise

the value of surplus assets will increase the risk of increased borrowing in future years to fund the capital programme.

6.2 There are no staffing or ICT issues at this stage. The property issues are set out below. 7. LEGAL ISSUES 7.1 None. 8. CONSTITUTIONAL POWERS 8.1 Constitution – Council Procedure Rules – Financial Standing Orders & Rules

For Disposal of Land and Real Property. 8.2 Constitution - Part 3 Responsibility for Functions - Section 3.6 Functions delegated to the

Cabinet Resources Committee - All matters relating to land and buildings owned, rented or proposed to be acquired or disposed of by the Council.

9. BACKGROUND INFORMATION 9.1 The property was initially marketed for sale and the outcome considered by this

Committee as referred to in paragraphs 2.2 and 2.3 of this report. Subsequently, and in accordance with the decision of this committee, a single local developer was invited to prepare and submit a scheme proposal, together with a financial offer for the site. The developer was given the same project brief as that produced when the property was taken to the market in 2004.

9.2 As agreed by this Committee, the developer was allowed a period of up to 10 weeks to

submit his proposal. During this time the developer met with all relevant Council Departments including Planning, Cultural Services and Highways & Design. The developer subsequently submitted a written offer for the site and was invited to discuss his proposals

with the Chief Valuer and Development Manager. The scheme submitted was of a similar nature to many of the proposals put forward during the initial tender process in that it attempted to accommodate both a replacement library facility and a private dwelling on the site. The developer seemed to have overcome the previous concerns of the Planning Department with regard to development density by reducing both the size of the library facility and the residential element. The planners gave informal advice to the effect that such a scheme may be granted planning permission subject to the scheme proposal meeting the necessary guidelines with regard to amenity space, distance between overlooking windows and the criteria set by Highways & Design governing parking provision. The Library Service accepted the proposed reduction in the size of the premises in-principle. However, the offer was not considered to be financially acceptable from the Council’s viewpoint and therefore could not be recommended for acceptance nor, because it was so far from the initial aspirations of the Council (to produce both a new library facility and a capital receipt), for further discussion.

9.3 As agreed by this Committee the decision was made to re-market the property for

freehold sale through an external agent whilst exploring any further options and costs for the provision of a replacement library facility. A number of property agents were invited to tender for the disposal of the subject property. The bid submitted by Savills (L&P) Limited was felt by officers to represent best value to the Council, both in terms of the quality of service provided and of the level of fees incurred.

9.4 The marketing of the property for freehold sale commenced in March 2006. Adverts were

placed in three local newspapers as well as the Estates Gazette. The marketing process generated 199 enquiries. The sales brochure was subsequently mailed or e-mailed to all of those interested, as well as to a list of a further 213 existing contacts from Savills database. Block viewings were conducted on a regular basis throughout the month of March and into early April 2006, with in excess of 60 potential purchasers taking the opportunity to formally view the premises.

9.5 By the closing date of Friday 7 April 2006 31 submissions had been received and all the

offers were reported to the meeting of the Cabinet Resources Committee on the 28 June 2006. A sale was initially approved to Bonshire but subsequently two significantly higher bids were received and so the decision was made to review the position.

9.6 In accordance with the Delegated Powers Authority of 20 October 2006 officers were

instructed to go back to the 10 highest bidders and invite them to make full and final bids on a formal basis by the 20 November 2006

9.7 The offers received will be outlined in the exempt report to be submitted, with a

recommendation to proceed with the highest offer as this will deliver to the Council the highest capital receipt. The tender is recommended for acceptance on this basis.

10. LIST OF BACKGROUND PAPERS 10.1 None. Legal: JO CFO: CM


Meeting Cabinet Resources Committee Date 28 November 2006 Subject Finchley Cricket Club, East End Road, FinchleyReport of The Leader and Cabinet Member for

Resources Summary To report the terms offered by the club for a new long lease of

the cricket ground and premises

Officer Contributors Geoff Collins, Assistant Chief Valuer

Status (public or exempt) Public (with a separate exempt section)

Wards affected Finchley Church End

Enclosures None




N/A

Contact for further information: Geoff Collins, Property Services and Valuation. 020 8359 7368 [email protected]

mailto:[email protected]

1. RECOMMENDATIONS 1.1 That a new lease be granted to the trustees of Finchley Cricket Club, of the cricket

ground and premises on the terms detailed in this and the exempt report. 2. RELEVANT PREVIOUS DECISIONS 2.1 Development and Estates Committee 3 June 1974 approved the grant of a lease to

Finchley Cricket Club 2.2 Development and Estates Committee 25 April 1988 approved the incorporation of

additional land and 1 Arden Cottages into the lease 3. CORPORATE PRIORITIES AND POLICY CONSIDERATIONS 3.1 Under the Corporate Plan the Council is committed to a cross cutting priority a “Better

Council for a Better Barnet”. This proposal does this by continuing the future use of this ground as a cricket club with access as public open space whilst securing a premium to the Council.

4. RISK MANAGEMENT ISSUES 4.1 I have considered whether the issue involved are likely to raise significant levels of public

concern or give rise to policy considerations but do not feel that any such concerns will arise.

5. EQUALITY AND DIVERSITY ISSUES 5.1 Barnet Council is committed to improving the quality of life and wider participation for all

in the economical, educational, cultural, social and community life of the Borough: The proposal in this report enables the wider community to continue to enjoy the facilities provided by the Cricket Club.

6. FINANCIAL, STAFFING, ICT AND PROPERTY IMPLICATIONS 6.1 There are no staffing or ICT issues. The property and financial issues are set out below

and in the exempt report. 7 LEGAL ISSUES 7.1 None. 8. CONSTITUTIONAL POWERS 8.1 Constitution – Council Procedure Rules – Financial Standing Orders & Rules for

Disposal of Land and Real Property 8.2 Constitution – Part 3 - Responsibility for Functions – Section 3.6 Functions delegated to

the Cabinet Resources Committee – All matters relating to land and buildings owned, rented or proposed to be acquired or disposed of by the Council

9. BACKGROUND INFORMATION 9.1 The existing lease was granted in 1972 and ran for 28 years until 31 December 1999. In

1989 the demises was extended to include a second groundsman’s cottage in return for the club taking on the responsibility for repairs and maintenance of the pavilion and other buildings, and the grounds maintenance all of which were previously the responsibility of the Council.

9.2 The tenant is entitled to a new lease, on terms to be agreed, under the provisions of the Landlord and Tenant Act 1954.

9.3 The Club are keen to secure their future and the use of the ground and have requested a long term lease in order to achieve these objectives.

9.4 Terms have been agreed, subject to Council approval, for a new 150 year lease on the terms set out below and in the exempt report. 9.4.1 The lease to be for a term of 150 years. 9.4.2 The rent under the lease to be a peppercorn. 9.4.3 A premium, as detailed in the exempt report, will be payable by the tenant on the

grant of the new lease. 9.4.4 The tenant will be responsible for all repairs and maintenance of the buildings and

grounds. 9.4.5 The tenant will be responsible for all rates and taxes and the payment of all utility

costs and for reimbursing insurance premiums to the Council. 9.4.6 The lease will continue to be restricted to a sports ground and associated uses

and the ground will remain open as public open space between 07:30 and dusk subject to the club being able to impose reasonable controls to protect the pitches.

9.4.7 In other respects the lease will follow the existing lease subject to amendment as deemed appropriate by Legal and Valuation Services. .

10. LIST OF BACKGROUND PAPERS 10.1 None. BS: RB CPO: JB


Meeting Cabinet Resources Committee Date 28 November 2006 Subject Customer Access Strategy – Delivery Plan Report of Cabinet Member for Policy and Performance Summary This report puts presents the Customer Access Delivery Plan in

delivering the implementation of the Customer Access Strategy agreed by Cabinet in June 2006

Officer Contributors Sean Powley, AD for Organisational Development and Customer Services Kirsty Elderton, Head of Customer Services Dominic Campbell, Head of the Information Observatory

Status (public or exempt) Public

Wards affected All

Appendix A: Customer Access Strategy Delivery Plan Enclosures

For decision by Cabinet



Not applicable

Contact for further information: Sean Powley, Resources (Tel: 020 8359 7052)

1. RECOMMENDATIONS 1.1 That the Customer Access Strategy delivery plan as annexed to the

report be approved and adopted, and that the appropriate Chief Officers be authorised to implement the strategy, reflecting progress in the reporting back of the appropriate Key Priority, Service and Team plans as part of the council’s performance management arrangements.

2. RELEVANT PREVIOUS DECISIONS 2.1 Cabinet 3rd April 2006, Decision item 14, Organisational Strategy. 2.2 Cabinet 12th June 2006, Decision item 6, Customer Access Strategy. 3. CORPORATE PRIORITIES AND POLICY CONSIDERATIONS 3.1 In delivering ‘a better council for a better Barnet’, the appended delivery plan

outlines the priority initiatives for the improvement and redesign of both corporate customer service functions and all council services in line with customer needs and requirements. The delivery plan impacts across all 5 corporate priorities and reflects the corporate values of customer care, value for money and local choice.

3.2 The delivery plan sits within the wider policy framework of the Organisational

Strategy and Customer Access Strategy itself, supporting the delivery of their customer service objectives. The Organisational Strategy establishes the vision for the future shape of the London Borough of Barnet as one of: “a smaller entity with a smaller, but more efficient, corporate support function and a greater concentration of resources on outcomes”, supported by the Customer Access Strategy that delivers on “a choice of integrated access channels into the council and its partners, informing service redesign shaped by local needs and enabled by technology”.

3.3 As such, both the Customer Access Strategy and this delivery plan take account of the broader policy context, including statutory obligations, while focusing on the specific requirements of the Barnet context. 4. RISK MANAGEMENT ISSUES 4.1 This plan will be delivered within the governance framework established by

the customer access strategy, addressing both corporate and service level arrangements. It allows the authority to mitigate the risk of inadequate and inefficient customer service arrangements that do not meet statutory obligations, rather better focusing resources on both developing customer services as well as driving the continuous improvement of all council services.

4.2 This delivery plan will be governed and managed through the Barnet project

management methodology, ensuring appropriate risk management activities are undertaken on an on-going basis.

5. EQUALITIES AND DIVERSITY ISSUES 5.1 The activities laid out within the delivery plan, as with the Customer Access Strategy itself, address the necessary statutory obligations relating to equalities and diversity, as well as the more general context of achieving an inclusive approach to access to and use of services. The activities as appended in the delivery plan seek to ensure the needs of the council’s various customer groups are met, including those customers from diverse ethnic, cultural and faith groups, those with disabilities and others for whom accessing and using services may provide particular challenges. 5.2 Above all, plans for the improved use of customer intelligence to better meet the service provision and access needs of our customers will be particularly important in providing the basis from which key equalities and diversity issues are identified and addressed. 6. FINANCIAL, STAFFING, ICT AND PROPERTY IMPLICATIONS 6.1 The delivery plan outlines a number of financial and resource implications

relating to the Customer Access Strategy, including investment in areas such as corporate accommodation and Information Technology. The cost implications of such activities have now been determined in the main and are being addressed through corporate budget making processes, and as such will be subject to review later this financial year by Cabinet and Council.

6.2 The strategy and its delivery plan have significant implications for all staff,

above all those staff identified as professional customer service and customer facing staff, highlighting the work required to take forward a corporate standard and approach to customer interactions, changing the way they work.

6.3 Throughout the strategy and delivery plan, assets such as Information

Technology and corporate accommodation are held as central to improvement activities.

7. LEGAL ISSUES 7.1 None. 8. CONSTITUTIONAL POWERS 8.1 Part 3 of the Constitution, Responsibility for functions, Section 3: Responsibilities of the Executive. 9. BACKGROUND INFORMATION 9.1 The Customer Access Strategy

Whilst there is no formal requirement for local authorities to produce a Customer Access Strategy, it is considered good practice to do so as a means of directing council services to better meet the needs of their customers, both in terms of how customers are able to access council services but also how those services are shaped. As a result the council approved the current Customer Access Strategy in June 2006 The Customer Access Delivery Plan sets out how the council will deliver on the commitments

made in the strategy. 9.2 The Customer Access Strategy and the Delivery Plan do not stand alone but

are linked to other council strategies, delivering above all on the council’s Corporate Plan priority of ‘a better council for a better Barnet’. In supporting the delivery of the Organisational Strategy, the Customer Access Strategy sits alongside other key documents such as the Accommodation Strategy, the Information Technology Strategy and the Human Resources Strategy

9.3 The Customer Access Plan The plan itself brings together all actions that will contribute to the delivery of the

strategy, including short term pieces of work that need to be undertaken in Resources, to larger scale corporate projects. The plan identifies the work that the council needs to undertake in order to develop the approach to customer access outlined in the strategy, building on the knowledge we have about our customers and our intelligence about future demands.

9.4 The Plan seeks to

• Provide increased choice for customers by maximising the relatively

high level of Internet access in Barnet, with recent increasing use of the Barnet Council website reflecting this. Due to the flexibility and cost effectiveness, the Internet, e-mail and other electronic channels, such as SMS text messaging, must continue to be fully exploited. All customer access and customer service improvement initiatives will therefore need to harness these channels to increase the range of choices available to customers, improving the ease with which customers can use different means of contacting the council and gain access to information and services. The use of increased electronic methods of access should not be at the expense of those customers who wish to use the more traditional channels of visiting a customer access point or writing to the council. The plan therefore details actions that need to be taken to improve access in all of these areas.

• Make accessing the council easier for customers. A key improvement

activity will be the consolidation of the excess of telephone numbers for different parts of the organisation that are presented to customers. Currently, the main switchboard number tends to be used as a catch all means of contacting the council. The intention is therefore to streamline the current range of numbers made available to the public while ensuring that the numbers that are published are answered by a human voice rather than a machine – except where a telephone number has been explicitly set up, and promoted to customers, as an electronic process to enable payment or update personal details for instance.

• Establish excellent standards of customer services across the

council, by establishing a coherent model and set of standards for customer access and customer services that follows shared corporate principles while allowing for service level differentiation where that is proven to be in the best interest of the customers (or prescribed by

service centred legislation or other considerations). Alongside the consolidation of the corporate customer care and associated functions, discussions are taking place with the services to develop new arrangements for reshaping customer service and access across the council. These discussions include identifying teams and functions that should move under the corporate customer services umbrella, while maintaining strong links back to the services. The development of customer services as a recognised emerging profession within the council will support this process.

• Provide better value for money.

Reshaping customer access will inevitably have accommodation implications. Such implications will be further developed over time as work moves forward to implement the strategy. As better information becomes available about customers’ use of services and preferences, this will also be used to inform the development of all channels – electronic, telephony and face to face. As access to services becomes less dependent on location, flexible and mobile working is being introduced through the use of technology to support the council’s ambitions to deliver more services ‘in the field’. Together with increased and more effective use of the web and telephony, fixed face-to-face customer access (receptions) can be focused on the customer groups and locations where they are most needed

10. LIST OF BACKGROUND PAPERS 10.1 Customer Access Strategy, London Borough of Barnet, June 2006. 10.2 Organisational Strategy, London Borough of Barnet, April 2006. 10.3 Any person wishing to inspect these documents can find them on the

Resources pages of the Intranet or can telephone 020 8359 7346…. Legal: JEL CFO: CM

Customer Services

I:\New Council Structure 2001\Cabinet Committees\Resources\Agenda\2006\9. 28 November 2006\Customer Access Strategy.doc

Appendix A Modernising Services

Customer Access Delivery Plan Making better services, the best

1. Background Customer services within Barnet have historically been fragmented with directorates and services managing customer cases and queries independently of each other. This has meant that our customers often have to navigate their own way around our services rather than services being presented to customers in a joined up way, this can prove difficult and frustrating for people, especially where processes cut across different services within the council. In some instances this has resulted in:

• The customer being passed between departments • Departments not taking responsibility of a customer or a case • Duplication, inefficiencies and waste for the council as time and effort is spent

trying to understand what someone else has done • Damage to reputation as customers receive contradictory advice from the

council • Lack of performance information about interactions with our customers • Fragmented information about our customers meaning services are often

designed to meet the councils need rather than the customers • A lack of choice for customers in how they access services as services have

developed and invested in customer services at different rates • Being costly and inefficient for Barnet to operate in this manner

2. The customer access strategy The Customer Access Strategy sets out the overview of how Barnet’s customer services will be improved on and delivered. It focuses on drawing together the various ways that customers access the council, whether through technology or our buildings, and making them better. The Customer Access Delivery Plan sets out how the council will deliver on the commitments made in the strategy.

3. Why do we need to change customer services? As well as addressing some of the issues identified above we know that the profile of Barnet is changing. For example that Barnet is attracting more and more business attracted by large scale regeneration schemes like the Cricklewood scheme. The borough is increasingly diverse and a high percentage of people within the borough have access to the internet. The changing profile of our customers also means changing expectations, as people expect to be able to interact with the council in the same way they do with their bank for example. This includes:

• Having immediate and secure on line access to their own information such as council tax statements

• Requesting and tracking services on line

Customer Services


• Talking to an expert about their query with out having to explain the same information a number of different times

• The council doing what it says it will in the timescales set, with the right systems, processes and technology in place

• Requests being dealt with increasingly quickly but to better standards • Being able to choose how they access the council and receiving the same

high standards of service whether they contact us by e-mail, telephone, the internet or face to face.

Evidence • Citizens panel survey identified the top priorities for improving customer care, i.e. things

that Barnet Council are least successful at and are most important to residents, are ‘ to provide direct access to services via the telephone’ and ‘increase the speed the council responds to queries’

• visitor hits on the website www.barnet.gov.uk have increased rapidly, with figures growing from 49,606 to November 2005 to 168,286 in January 2006 following the launch of the new website in December 2005, again with more expected as opportunities to access services via the site increase

• Barnet has a highly web literate resident population, web access on a regular basis standing at around 50% higher than national averages

• Average numbers of calls answered a day by CCU, switchboard, First Contact & CRM: 1590

• Average number of face to face transactions a day: HTH – 221, Fenella – 139

4. The customer access delivery plan The vision for customer access applies to everything the council does and as a result the delivery plan sets out specific short term work for Resources as well as larger, longer term corporate projects that contribute to delivering the strategy. The customer access delivery plan is built on the three themes of Choice, People and Processes, and Information. This third theme is important because if we want to deliver the best services to our customers then we must know more about them, to build and shape services around their needs, rather than to suit existing management structures.

Case Study 1: London Borough of Barnet Housing Adaptations Review

• Every 5 years there is an assessment of housing needs across Barnet • Supports planning and housing policy • Data collected by face to face interviews – 1269 residents • Overlaid with a wealth of other data, including housing needs of vulnerable

people • Came up with some evidence headlines like:

• 15 % of people in council housing are frail/ elderly with a disability • Used this information to change the standard shower unit used – now use

a level access as standard Benefits

• No need to change shower units for 15% of people • Gives people what they need • Getting it right first time saves money

Customer Services


Case Study 2: Retail Industry The retail industry is adopting new technologies and ways of doing business with its customers to increase efficiency, maximise profits and increase market share. Nowhere is this most evident then in Supermarkets where they are responding constantly to changing customer needs. In recent years this has included:

• Developing brands and products locally to meet local demand • Introducing the time savings and cheaper option of self service checkouts

for customers • Increased online services with shopping to be delivered to the door, as

customers and family life becomes increasingly hectic • A broader range of products means customers can buy more in one place

(such as clothing, electronics, music and books) The retail industry, especially supermarkets, is already predicting how today’s teens will shop in future years and developing strategies to meet this need.

5. Timescales The plan identifies short, medium and long term deliverables (see fig. 1) under the three themes (which group work streams together rather then replace the themes of the Customer Access Strategy). The delivery plan is structured around these themes and dependencies exist between the themes themselves and the individual pieces of work detailed in the plan. Fig.1 Themes of the customer access delivery plan

6. Assumptions and impact on services

• Equalities is a feature of the whole plan, to reflect the fact that as Barnet’s customers become more diverse, services will need to be designed to meet their increasingly diverse needs. The plan will provide an opportunity to consider, challenge and address equalities issues in services. This may

INFORMATION Using business intelligence to shape and improve services

CHOICE Providing customers with choice of how to interact with council & partners

PEOPLE & PROCESSES

Developing people & improving services

Short term: 1 – 2 years

Medium term: 2 – 3 Years

Long Term: 3 – 4 years

Customer Services


include issues like physical access to services as well as the use of data to inform service delivery

• All corporate projects have been included as in many cases they provide the platform for delivering specific items of the plan. Where projects do not specifically make reference to customer access they should consider any benefits to the customer access agenda Services therefore need to promote, champion and engage in those projects in order to profit from them

• Marketing for customer facing work will need to be undertaken and budgeted for

• The plan will be increasingly successful if services work together to achieve the outcomes identified. An example is where we want to co-locate sympathetic services, work will need to be done to across services to ensure both the customers and the service needs are met

• Throughout the delivery of the plan, opportunities for working with our partners will be considered. It makes sense that we should work closely with other local agencies and where possible share our data, our facilities, our expertise and our processes

7. Funding A number of the projects detailed in the plan will be achieved through capital funding, however many of the projects will, over time impact on revenue funding. Services will need to consider:

• Impact of capital on revenue budgets • Any potential areas for efficiencies/ savings through increased use of new

and cheaper access channels

8. The customer access delivery plan

This plan is structured around the themes identified in Fig. 1. The first section of the plan focuses on the collection and use of information to develop services so they reflect the needs of our customers. This involves in many cases investment in technology and changes in working practices that involve re responding and taking action as a result of this information on a regular basis.

The second part of the plan identifies the steps the council needs to take to make access to council services easier for our customers, and the third how we need to plan for those changes both in the work force and the processes that we use.

Customer Services

1. Information: Using business intelligence to shape and improve services

Objective Term Owner Dependencies Funded VFM Indicator

Priority Outcomes

EDRM Project

Control the production, storage, management, and distribution of any document or record electronically to produce greater efficiencies in the ability to access, reuse, and gain benefit from the information stored.

Medium IS Strategy

Capital Bid

Better use of resources

Better council for a better Barnet

Outcome for the organisation

Successful implantation of electronic document management system

HR

Adult social services

Children and families

Housing

Outcome for the customer Quick recovery of documents Accuracy of documents Security of their information Better case management

Customer access systems development

• Intranet

Medium Customer Services

Capital Bid

Provide customers with choice of access to services and to service



Up to date and easy to use intranet, used as a tool by staff and CRM solution as


Customer Services

• Internet and citizens accounts

information resource

Delivery of citizens accounts

More on line services

Outcome for the customer

Can receive up to date & information from any member of staff

Consistency in the messages we give to customers

Able to look at their account with us on line – e.g. council tax

CRM Programme

Provide customer relationship management solution for identified customer services functions to transform services provided to customers and improve the data we collect on our customers. This is likely to include:

- Customer front end so customers can check on progress of a case online

- Customer database that can be used for

Medium Customer Services

Intranet Capital Bid




Successful implementation of a CRM tool

Better equalities information that can be used to tailor services and target groups


Improved response when customers contact the council

Better service as employees can view case history


Customer Services

marketing and increasing awareness of services

- Increased self service maximising the use of e-forms and customer self service

- Better and coordinated case management across services

On line tracking of cases

Service can be improved to meet customer needs

Marketing

Can develop communications plans based on different segments of the community and increase take up of services as a result

Medium

Customers Services and Communications

Mosaic software

CRM implementation

Not funded needs to be mainstream communications work


Support value for money


Supporting the vulnerable


Marketing strategy and plan

Able to use equalities data to market services to groups


More informed about what & how to access services offered by the council and it’s partners

Modernising Ways of Working The programme will seek to deliver on three key objectives including delivering WIFI across the borough and increase in mobile and flexible working, Using technology to integrate systems and

Medium Resources Capital bid Capital Bid


Effectively challenge and support services contributions to corporate priorities

Provide



Wifi across the borough

Increased use of hand held technology

Increased home working


Customer Services

processes

a) use accommodation more efficiently and effectively

b) ensure

technology is aligned to the business needs

c) offer a better work/life balance for Barnet employees

customers with choice of access to services and to service information

Increase of the council working with customers in their homes with out

New face to face access points


Better more reliable services as council officers navigate fewer and fewer systems

More choice in how to contact the council

Better quality face to face access facilities where they can receive a range of sympathetic services for the council and it’s partners


Customer Services

Mosaic Project

Use technology to establish a profile of our customers so we can predict customer demands and shape services to meet these demands

Utilise the technology to introduce targeted marketing and communications

Information Observatory

&

Communications

Business Intelligence

CRM

Not funded

Provide customers with choice of access to services and to service information



Targeted marketing of council services


- Services can be shaped to meet customer needs tackling particular equalities issues for example

- Informing customers about council services available to them, they may not be using

Roll out of MOI

Use of business intelligence to identify areas for roll out of call centre technology introduced through MOI, ensuring improved quality of service and compliance with corporate customer services standards Enables consolidation of contact centre activities across the council and improved services, processes and efficiencies as a result

Medium to Long

Customer Services

Business Intelligence

Completion of MOI

Capital Bid

Provide customers with choice of access to services and to service information





Consolidated, improved and efficient customer services.

Phase 1: Council tax


Consistency in service and standards

Less points of contact to negotiate

Better services


Customer Services

Customer Services Systems Review

Work required to understand and rationalise current customer services systems and improve business process to prepare for the CRM Project and to provide improved and better quality services in the mean time.

Short Term

Customer Services

Some funding for this year from CPO, next year…?




Support agreement for Charter Manager

System improvements made


- Maintain existing services

Complaint Handling

Work required to stream line and standardise the processes for managing complaints ensuring consistency, good practice and service improvements as a result of learning from complaints.

Short Term

Customer Services

Not funded




Complaints intranet pages

Complaints training programme


Re-launch complaints process


- More robust complaints handling across the council making use of best practice


Customer Services

2. Providing choice for our customers: Making access to council services easy


Corp Priority

Outcome

Accommodation & Public Access Strategy

Consider the use of other public buildings as access points for customers, including those buildings owned/ used by partners. Considering specifically:

- Hendon - Fenella - Barnet House

Reception - NLBP reception - Use of partners

buildings - Extended schools - Children’s centres - Primary Schools

Investment

Short Term

Medium to long term

Corporate Services

MOI

Modernising ways of working

Funding regarding Hendon still being worked on

Better use of Resources




Fewer corporate buildings

Increase in access points through variety of other options including partners buildings

Branding and standards for our access to


Increased choice of where customers can access council or our partners services


Customer Services

Programme

The west of the borough

As services move out of Hendon Town Hall there is a need to reassess the services we need to provide in the west of the borough. This will include identifying what services we have to re provide and identifying what other services customers in this part of the borough would benefit from. Activities include

- Identification of a site

- Redesign/ redevelopment

- Analysis and relocation of services

Short term

Customer Services

Approval of Capital bid

Middlesex University commitment to the Hendon Campus

Capital bid entered




Supporting the Vulnerable


Opening of a new access point in the west of the borough

Buildings complying to standards including DDA


Services delivered locally to those that need it

No longer need to travel across the borough to access services

Cricklewood Regeneration Project

Work to include the collocation of services in to

Long Term

Strategic Development Unit & Resources

Developer Proposals

MOI

S106 (but won’t fully fund this)


A successful suburb


create the new gateway to London and a vibrant urban heart for Barnet


Customer Services

the development plan, working with services to rethink and realign service provision to fully exploit opportunities available

- Co – locate some services within the development


Housing

Access to facilities provided by the development

Employment

Consolidation of Customer Service Activities

Identify the customer service teams and bring together sympathetic customer services activities to improve service to customers and build capacity/ efficiencies

Challenge and review existing practice and where appropriate ensure consistency for example opening hours, response times, telephony & correspondence response times etc

Short Term

on going

Customer Services

Roll out of MOI

Customer Service Systems Review

Developing a flexible customer services work force

Not funded




Supporting the vulnerable


Better, more efficient services for customers

Larger more flexible customer services workforce

Professional customer service workforce

A standard for customer services for each access channel


Makes choosing who and how to contact easier

Use of Libraries Short Education Emerging libraries Some Better use of Better Outcome for the organisation


Customer Services

Work with Libraries management team to ensure the use of libraries is maximised equipping with the relevant technology and enabling staff to contribute to the work of customer services.

Term

on going

& Resources

strategy capital funding

Resources


council for a better Barnet

Better, more efficient services for customers

- Larger more flexible customer services workforce

- Professional customer service workforce

- A standard for customer services for each access channel


Makes choosing who and how to contact easier


Customer Services

3. People and Processes: Developing people and improving processes


Corp Priority

Outcomes

Programme of Business Process Improvement

Service redesign in key processes to provide more efficient and effective services to customers and build capacity within services. Including the development of a business process management tool kit & a programme of work with identified deliverables, savings and business benefits.

Short Term

on going

Resources

Relies on those elements of the plan detailed in part 1, to provide the evidence and data for improvement work

Resources officer time





Programme of improvement work between resources and services


Better services

Develop an excellent customer service work force

Bring together existing customer services roles and consolidate in to one role profile to provide a more flexible team to work

Short Term

on going

Customer services

CRM

Consolidating customer service activities will be key in identifying the development need in customer services

Organisational

Not funded




Trained customers service operatives that are experts in council services

Workforce development plan for customer service considering the immediate need but also planning for the future


Customer Services

across customer services to provide efficiencies and build capacity, this includes

- Training needs analysis

- Performance Management Framework

- Professionalisation of customer services (possible accreditation)

development strategy

Talent management strategy

Customer service skills matrix to sit along side the competency framework

Professional accreditation of customer services


Services that are easy to access

Staff that are experienced and have knowledge about the topic

We do what we say we will first time

A good customer experience

Increased automation of processes

Consider opportunities for customer self service that automates processes on behalf of customers. Identify areas that lend themselves to customer self service.

Medium Customer Service

& various capital projects

MOI

Consolidation of Customer Services functions

MWW

Customer access and systems development

MWW capital bid





More integrated on line services

Cheaper access channels


Increased choice


Customer Services

Options include

- Increased use of internet/ e-mail and e-forms by customers that reduce the need for duplicate entering by council officers

- Increased use of integrated hand held technology to avoid duplication in the back office and provide better quality more timely services to customers.

Easy to access services

Services that can be accessed at a time that suits the customer

Performance Management Framework

Develop performance management framework with a focus on the quality of service, customer satisfaction and the value for money provided by the service.

Short Term

on going

Customer Services

MOI

Consolidation of Customer Services functions

Officer time

N/A Better council for a better Barnet


Performance management matrix for customer services

Incentive scheme for staff

Retention of staff

Outcomes for the customer

Interact with staff who are equipped


Customer Services

to deliver good customer service

Training

Establish customer services staff as the experts in customer service, working with other departments to develop a customer service training programme

Short Term

on going

Customer Services

Officer time

N/A Better council for a better Barnet


Design, delivery of customer service training programme in Resources

Roll out programme across the organisation

Outcomes for the customer

Interact with staff who are equipped to deliver good customer service



Meeting ting Cabinet Resources Committee Cabinet Resources Committee Date Date 28 November 2006 28 November 2006 Subject Subject The rebuilding of East Barnet Secondary

School: approval to go out to tender for construction using the two stage partnering procurement method

The rebuilding of East Barnet Secondary School: approval to go out to tender for construction using the two stage partnering procurement method

Report of Report of Cabinet Member for Investment in Learning Cabinet Member for Investment in Learning Leader/Cabinet Member for Resources Leader/Cabinet Member for Resources

Summary Summary This report seeks approval to procure the building contractor for the rebuilding of East Barnet Secondary school using a partnering two stage tendering method.

This report seeks approval to procure the building contractor for the rebuilding of East Barnet Secondary school using a partnering two stage tendering method.

Officer Contributors Keith Rowley, Head of Education Capital Team


Wards affected East Barnet

Enclosures Appendix 1 – procurement risk register Appendix 2 – proposed procurement timetable

For decision by Cabinet Resources Committee



Not Applicable

Contact for further information: Contact for further information: Keith Rowley, Head of Education Capital Team 020 8359 7632

1. RECOMMENDATIONS 1.1 That officers be instructed to tender for a building contractor for the re-

build of East Barnet School using the two stage partnering procurement method.

2. RELEVANT PREVIOUS DECISIONS 2.1 Cabinet Resources Committee Report 29th March 2005, Proposed

Department for Education and Skills Targeted Capital Fund bid for the establishment of a new Jewish Voluntary Aided Secondary School and the rebuild of East Barnet Secondary School.

2.2 Delegated Powers Report (Officer in consultation with Cabinet Member) 20 April 2006, Appointment of professional consultants for the rebuilding of East Barnet Secondary School.

2.3 Cabinet Resources Committee Report 28 June 2006, The rebuilding of East

Barnet Secondary School. 3. CORPORATE PRIORITIES AND POLICY CONSIDERATIONS 3.1 The Council’s corporate priorities include ‘a bright future for children and

young people’. The complete rebuilding of East Barnet Secondary School will support the delivery of this priority by delivering new premises purpose designed for a twenty first century curriculum. Re-building the school on one site provides exciting new opportunities for improving the life chances of young people and extending the facilities available to the community as a whole. The proposals reflect the strategic opportunities identified by the Council in its Sustainable Community Strategy for Barnet 2006-2016. A target in this strategy is to widen access for community use and learning.

4 RISK MANAGEMENT ISSUES 4.1 A procurement risk register is included at Appendix one, but the main risks

associated with the procurement are detailed below. 4.2 The procurement process could be too lengthy to allow the project to be

delivered by the target date of April 2009 (there is the possibility of extending this until September 2009, but the programme would still be extremely tight). The partnering procurement route recommended would mitigate against this risk by accelerating the procurement process by up to 4.5 months whilst also potentially generating cost and quality benefits.

4.3 Procurement via the partnering route involves 2 stages: stage 1 involves the initial selection of a contractor and stage 2 detailed development of the final tender price (see section 8 Background Information for a full explanation). Once selected at Stage 1, the contractor would need to be selected at Stage 2 if the time advantage of this route is to be realised. This clearly gives the contractor leverage over the Council in relation to the final price quoted. If unhappy with the final price, the Council could throw open Stage 2 to open

competition, but this would entail around 4.5 months procurement delay and the potential forfeit of the contractor’s design fees.

4.4 Practice indicates that this is a largely theoretical risk. This procurement route

was in fact recommended by two seminal reports, “Constructing the Team” by Sir Michael Latham (1994) and “Rethinking Construction” by a task force led by Sir John Egan (1998) which recommend this route precisely because of the cost efficiencies which can be gained through bringing on the contractors early enough in the design process to ensure viable and affordable builds. This procurement route is recommended by the Office for Government Commerce (OGC) and is increasingly the preferred procurement route in the construction industry.

4.5 The Council would not be able to compare final tender prices between

competing contractors for the total cost of the re-build as the competitive bidding comes at Stage 1, where the prices quoted are only those for developing the designs and the final price quotation for the re-build at Stage 2.

4.6 The final price for the school re-build quoted at Stage 2 of the procurement

process could exceed the budget of £28.4m funded by the DfES. We are currently working with the architects, the cost consultants and the DfES to ensure that the school can be built within the budget. It is, however, only at Stage 2, when the contractors give their quote for the re-build, that the final price will emerge.

4.7 This situation will be closely monitored and officers will report to Members

before proceeding if the building procurement costs exceed the allocated budget and the increase cannot be contained through alterations to the building specification. The Education Capital Team will keep Members informed of budgetary issues via the normal process of capital monitoring.

5. EQUALITIES AND DIVERSITY ISSUES 5.1 The building design and development will be sensitive to the needs of all

sections of the school community. Equalities considerations will also form a part of the procurement process. The new school will comply with DDA regulations on full accessibility for those with disabilities.

6. FINANCIAL, STAFFING, ICT AND PROPERTY IMPLICATIONS 6.1 Financial 6.1.1 The proposal involves a capital grant of £28.4m from the DfES to the council

under the Targeted Capital Fund. There is no requirement for partnership funding from the council and there are no direct staffing or ICT implications arising from this proposal as any additional resources required should be covered by the fees element of the budget.

6.1.2 The likely cost of the work procured for Stage 1 of the procurement process (i.e. preparing the guaranteed maximum price for the re-build and continuing the design work with the design team) is estimated at £80,000-120,000.

7. LEGAL ISSUES 7.1 None. 8. CONSTITUTIONAL POWERS 8.1 Constitution Part 3 – Responsibility for Functions – Section 3: Powers of the

Executive 9. BACKGROUND INFORMATION 9.1 Barnet Council has been allocated One School Pathfinder funding allocation

of £28.4m to re-build East Barnet School as a 7FE school catering for 1350 pupils. The council is currently working with its appointed design team, Building Design Partnership (BDP), to produce a design for the school with the associated plans.

9.2 Procurement advice has been sought from the Strategic Procurement Team,

BDP , David Langdon the cost consultants, other authorities and the OGC. The Partnering contract as a concept is a direct result of the Government’s Construction Task Force Report “Rethinking Construction”. It was launched by Sir John Egan, Chairman of the Construction Task Force, and provides a foundation and route map for the project partnering process.

9.3 The partnering procurement route has been used by a number of authorities

including Sheffield, Redbridge, Devon and Waltham Forest. These authorities were consulted on their experience of the partnering and the 2 stage tendering approach to building contractor procurement. Generally the authorities questioned were in favour of the approach, identifying the strengths of the partnering contract as:

• giving stakeholders (schools and councils) better project ownership,

• better risk management and budget control. But they did highlight the importance of maintaining good working relationships with the other partners (contractor and designers).

9.4 In traditional contract procurement, an architect is engaged to develop

designs to a detailed level of specification on the basis of which prospective contractors tender their price for construction. This method requires an extended tendering period of at least six weeks to allow the contractor time to arrive at a tender price. The submitted tenders are then analysed in terms of cost and quality. Before any site works can commence the successful contractor will need six to eight weeks to mobilise (i.e. recruit staff, engage sub contractors and place orders with suppliers). The total time allocated to the selection and mobilisation of a contractor for a project the size of East Barnet school equates to around four and a half months (including the preparation of tender documentation). Work on the school would cease during this 4.5 month period.

9.5 It is unlikely that this method would deliver the new school building before January 2010. The target project completion date of April 2009 (with a likely extension to September 2009) results in an extremely tight programme, with little allowance for any delay in the design or construction phase. There may be scope to extend the completion date to September 2009, but the timescale remains tight. It is undesirable to shorten the design phase as this will have an impact on the quality of design and it is unlikely to be possible to shorten the construction phase. The only scope for accelerating the delivery of the East Barnet School rebuild project is to shorten the contractor tendering and mobilisation periods, thus indicating the use of partnering.

9.6 Two stage tendering is a form of design and build contract. The key difference

is that the contractor is engaged in parallel with the early design phase, thus avoiding the otherwise inevitable delay between completion of the designs and engagement of the contractor. The tender process takes place at the point at which the design work is still embryonic. The tender is based on an analysis of a method statement and references taken on similar works or example project, with the price based on the costs of overhead and profit.

9.7 The successful Stage 1 tenderer when appointed then works with the client

and design team to complete the designs and develop individually priced packages against all the main work headings (i.e. roof, building structure, services etc). The individual packages are added together to arrive at a final fixed price for the delivery of the project. The contract is awarded at the end of stage 2 on the basis of a final fixed price. It is not unusual for negotiation to take place on individually priced packages to facilitate reductions in the overall price to match the client’s budget.

9.8 Benefits of two stage tender include:

• This tendering method could deliver the East Barnet School rebuild project to time by overlapping the design and construction processes, thus saving a large proportion of 4.5 months tender period

• As with design and build, this route brings in the contractor in the design

phase, thus bringing to bear practical build experience in the final designs. • The final price quoted for Stage 2 is based on cost plus a transparent

profit margin so that any cost advantages released by the contractor during the course of the build would be shared between the client and the contractor. This method of procurement is therefore recognised as often producing cost efficiencies.

• Traditional contract procurement methods often suffer from price

increases when office-produced designs do not meet the on site conditions and a variation to design is required, with an additional cost and potentially a delay to programme. The two stage method provides a final fixed price including design fees, therefore transferring design and specification risk from the client to the contractor. In the 2 stage method

variations can only be charged if specifically requested by the client or if there are specific unforeseen issues affecting the project delivery.

9.9 The risks identified in this report have been identified in consultation with the

Strategic Procurement Team, the project design team and the Authorities listed above. The partnering procurement route has also been used by Housing for building procurement.

9.10 The procurement risks are summarised in Appendix 1. In summary, the key

general procurement risks are that:

• the final price quoted exceeds the available budget • Under two stage procurement, an inability to compare bids for the total

cost of the re-build • The contractor, knowing that the Council will be reluctant to conduct a

further competition at Stage 2 if unhappy at the price quoted, could inflate prices in a non-competitive final price quotation. This risk must be balanced by recognising that traditional procurement, because based on plans developed without the involvement of the contractor, is generally considered to offer less price certainty.

• Working relations between the contractor and the client could breakdown and become adversarial.

• The Council fails to manage the contract effectively, potentially leading to delays and inflated costs.

9.11 The risks specific to the two stage partnering procurement approach with

partnering are:

• The successful stage 1 tenderer inflates prices in a non-competitive final price quotation.

• The Council fails to manage the contract effectively, potentially leading to delays and inflated costs. This is common to any procurement route, but would be particularly damaging to achieving the benefits of partnering as this requires time-consuming monitoring.

9.12 On balance, going out to tender using two stage procurement has the potential to offer greater cost certainty, enhanced speed and a better end product through the earlier involvement of the contractor. The risks do not seem greater than those posed by traditional procurement, where the possible advantage of competitive quotations for the final build price is offset by reduced cost certainty. Those consulted in putting together this report all stress that the key to success lies in choosing the right contractor, regardless of the procurement route.

Conclusion 9.13 The partnering 2 stage contractor procurement route is increasingly the

preferred method of procuring public construction projects and is being used by a growing number of local authorities. It also forms the basis of the schools

construction framework being developed by Partnerships for Schools. The benefits of the method are the contractor is engaged early in the building design process bringing additional expertise to the project designs and the contractor’s final tendered price is a guaranteed lump sum that can only be varied in specific situations, giving the client greater certainty in managing project budgets. In the case of the rebuilding of East Barnet School the method also provides the additional benefit of accelerating the building contractor procurement phase to help meet tight building delivery timescales.

10. LIST OF BACKGROUND PAPERS

10.1 DfES offer letter – Building Schools for the Future: One School Pathfinder, dated 6 February 2006.

Legal: PJ CFO: CM

Appendix 1 Contractor procurement risk register Risk

Impact Likelihood Mitigation

General procurement risks

Inability to attract or select a suitable contractor

H L • Consultation with the design team suggests that the partnering procurement route is more likely to attract bidders than traditional procurement.

• Careful preparation of OJEU notice

to attract interest in project and confidence in client’s professionalism.

• Robust procurement process

applied. The contractor is unable to match the council’s budget for the project.

H M • The council would make the need to work within the specified budget clear to the contractor from the outset.

• 2-stage tendering involves the contractor quoting a guaranteed maximum price for the re-build at Stage 2. The guarantee will never be absolute, but this method of procurement does give greater cost certainty than traditional procurement.

• The engagement of the contractor at the design stage should make it easer to design the school to the available budget.

• The council could work with the stage 1 tenderer in reducing the overall price by modifying specification of materials and works to bring the price in line with project budget.

Procurement timescale too protracted to allow delivery of project on time

H M • Two-stage procurement should mitigate against this risk by virtue of the overlap between the design and procurement phases

Risk

Impact Likelihood Mitigation

Two stage procurement/partnering risks The successful stage 1 tenderer inflates prices in a non-competitive final price quotation.

H L • The project director, with the assistance of the cost consultant, interrogates final package prices in line with current market prices and the council negotiates with the contractor accordingly.

• Experience indicates that this risk

is offset by greater risk transfer to the contractor and by the fact of greater cost certainty by virtue of the contractor’s early involvement in the production of the school designs.

The council fails to manage the contract effectively, potentially leading to delays and inflated costs. This is common to any procurement route, but would be particularly damaging to achieving the benefits of partnering as this requires time-consuming monitoring.

H M • Robust project management throughout the procurement process.

The council would not be able to compare final tender prices between competing contractors for the total cost of the re- build as the competitive bidding comes at Stage 1, where the prices quoted are only those for developing the designs and detailed costs to Stage 2.

M L • The project director, with the assistance of the cost consultant, interrogates final package prices in line with current market prices and the council negotiates with the contractor accordingly.

• Experience indicates that this risk

is offset by greater risk transfer to the contractor and by the fact of greater cost certainty by virtue of the contractor’s early involvement in the production of the school designs.

Appendix 2 Indicative procurement timetable

December 2006 Publish European Notices

January 2007 Begin stage 1 tender invitations

May 2007 Appoint stage 1 tenderer and undertake further design development.

October 2007 Agree stage 2 tender and appoint contractor on the basis of final fixed price submission (CRC report for tender acceptance).

January 2007 Begin East Barnet School construction.

June 2009 Construction of East Barnet School complete works begin on equipment and furniture fit out.

September 2009 New school building open and occupied

.


Meeting ng Cabinet Resources Committee Cabinet Resources Committee Date Date 28 November 2006 28 November 2006 Subject Subject Fees & Charges for Environment Theme Services Fees & Charges for Environment Theme Services Report of Report of Leader and Cabinet Member for Resources Leader and Cabinet Member for Resources

Cabinet Member for Environment and Transport Cabinet Member for Environment and Transport Cabinet Member for Planning and Environmental Protection Cabinet Member for Planning and Environmental Protection

Summary Summary To approve fees and charges for Environment Theme Services To approve fees and charges for Environment Theme Services

Mike Freestone, Head of Environment and Transport, Stewart Murray, Head of Planning and Environmental Protection


Public Status (public or exempt)

All Wards affected

Enclosures Appendix A, A1,A2 – Highways Fees and Charges Appendix B- Street Scene Fees and Charges Appendix C – Waste and Sustainability Appendix D– Sports Pitches and Lettings Appendix E – Planning Fees and Charges Appendix F– Environmental Health Appendix G - Trading Standards Fees & Charges Appendix H – Cemetery & Crematorium Fees and Charges Appendix I – Building Control




N/A

Contact for further information: Chris Youthed, Performance & Development Officer, Environment & Transport 020 8359 7874

1. RECOMMENDATIONS 1.1 That the fees and charges detailed in Appendices A-I of this report be

approved to take effect from 1 January 2007 or 1 April 2007 as appropriate.

2. RELEVANT PREVIOUS DECISIONS 2.1 Cabinet Resources Committee 23 September 2004 Decision no. 6 that

increases in fees and charges above the rate assumed in the Financial Forward Plan be approved by Cabinet Resources Committee.

3. CORPORATE PRIORITIES AND POLICY CONSIDERATIONS 3.1 Monitoring fees and charges enables the Council to better meet the needs of

customers and provide value-for-money services so complying with the 2006/7-2009/10 Corporate Plan value-for-money core value and the cross cutting priority of a Better Council for a Better Barnet.

4. RISK MANAGEMENT ISSUES 4.1 The increases in fees and charges are necessary to offset rising costs, meet

new income targets and deliver budget savings. 5. EQUALITIES AND DIVERSITY ISSUES 5.1 The increases in fees and charges alongside the introduction of new charges

will enable the Council to continue to provide a high quality service to all users. This will also enable resourcing to be made available to ensure that these services and information on how to receive assistance is easily accessible and promoted through different channels.

5.2 Certain charges are subject to public advert which enables all residents to be

made aware of increased charges and there applicable date for change. 5.3 The different outcomes of these changes and the impact that they produce

will be monitored and measured against current information and against those of different boroughs.

6. FINANCIAL, STAFFING, ICT AND PROPERTY IMPLICATIONS 6.1 The impact of increased fees and charges will be taken into account in the

2006/7 revenue monitoring and the 2007/8 forward plan process

7. LEGAL ISSUES 7.1 None.

8. CONSTITUTIONAL POWERS 8.1 Constitution, Part 3 - Responsibility for Functions, Section 3 - Powers of the

Executive, paragraph 3.6 - terms of reference of the Cabinet Resources Committee.

9. BACKGROUND INFORMATION 9.1 Fees and charges are normally increased annually from 1 January or 1 April

as appropriate. The level of increase being a decision delegated to Heads of Service in consultation with the Cabinet Member for Resources. Increases exceeding the rate of inflation assumed in the Financial Forward Plan (2.5%) need to be reported to Cabinet Resources Committee.

9.2 The proposed increases, reductions and new charges that exceed 2.5% are

set out in the Appendices. 9.2.1 Appendices A, A1, A2 – Highways and Parking – from 1 January 2007

• It is proposed to improve the control and monitoring of skips on highways by changing the fee structure from £36.00 for 2 months to £37.00 for 2 weeks and £60.00 for 4 weeks. This should encourage the speedier removal of skips and facilitate the better management of the highway and a reduction in nuisance.

• It is proposed to increase the charge for an unlicensed skip found on

the highway from £51.25 per skip to £100 to encourage applications for licences to improve safety and reduce nuisance.

• It is proposed to increase site inspection charges from £36 to £41 to

cover increases in travelling costs.

• New charges are proposed under section 50 of the New Roads and Street Works Act 1991 for street works licences, inspections and deposits for carriageway and footway reinstatements to facilitate better management of the highway.

• Fees & Bond Assessment – new standard rates are proposed to calculate

the cost of highway construction works for schemes under Sections 39 and 278 of the Highways Act 1980. The initial fee and bond assessment will be based on the estimated cost of works. Where schemes vary from the standard construction listed in Appendix A1, detailed estimates shall be calculated based on our current term contract rates.

• Commuted Payments – Appendix A2 considers the future scope of

various Agreements involving highway works, with a view to the Council receiving commuted payments in recognition of additional ongoing maintenance costs. It will also formalise the practice of requiring developers to pay a commuted sum for the maintenance costs resulting from highway improvements carried out on the network to facilitate development.

• A new charge of £5 is proposed to members of the public when requesting a video copy of CCTV footage for bus lane contraventions. The cost covers administration, materials and postage and is subject to variation in postal rates.

9.2.2 Appendix B – Street Scene Services – from 1 January 2007 for

Transport and 1 April 2007 for Refuse and Trade Waste

• It is proposed to increase most Domestic Refuse and Trade Waste fees and charges above the rate of inflation to take effect from 1 April 2007.

• For Domestic Refuse and Trade Waste the increases are necessary to

meet increase in cost of collection (fuel price increase 6 to 7 p per litre and oncost increase of 8% in employer’s superannuation costs) and disposal costs, increase in land fill tax etc. For Trade Waste there are also steel surcharges and a small contribution towards the North London Waste Authority’s supplementary levy for non-diversion of biodegradables

• Fees and charges for Trade waste take effect from 1 April 2007 as these are annual charges, but may be subject to further review, if appropriate, following 2007/08 North London Waste Authority disposal cost charges to Barnet.

• Fees charged by Transport and Vehicle Maintenance are statutory and

take effect from 1 January 2007.

• Those on means tested benefit are currently entitled to 1 free collection of furniture and rubbish every 3 months with a half price subsidy for any additional collections. It is proposed to continue with the 1 free collection every 3 months but to discontinue the half price subsidy to help meet increase in cost of collection and disposal (fuel price increase 6p to 7p per litre and oncost increase of 8% in employer’s superannuation costs) and disposal costs, land fill tax etc.

• A new prepaid charge of £15 is proposed for the removal of one large

item of rubbish or furniture.

• To meet popular demand a new price structure is proposed for the prepaid charge for removal of up to 4 large items of rubbish or furniture to be increased from £36 to £40 and after the 4th item it is proposed to reduce the charge from £12 per item to £10 per item to assist large-scale clients such as schools and libraries.

• A new charge of £25 is proposed for the return of a bin following a 'stop

collections' request to cover costs of bin return and to discourage on the spot cancellation.

• A new charge of £136 is proposed for the supply & collection of a single occasion open skip.

9.2.3 Appendix C – Waste and Sustainability – from 1 April 2007

• An average increase of 39.3% in the cost of compost bins and wormeries is proposed.

9.2.4 Appendix D – Sports Pitches, Lettings – from 1 April 2007 with Seasonal

Exceptions and Allotments from 1 April 2008/2009

• It is proposed to increase most fees and charges for sports pitches and lettings by above the rate of inflation. All Greenspaces sports lettings are to some degree subsidised, with fine turf sports i.e. cricket and bowls significantly subsidised. It is therefore intended to generally reduce the element of subsidy over the next few years to reflect a more realistic charge against the expenditure incurred by the council in the provision and maintenance of such facilities.

• The subsidy for junior concession charges for sports pitch lettings

varies from 40% for football and cricket to 60% for rugby. It is proposed to work towards a standardised subsidy of 50% resulting in proposed increases for the junior concession charge for football seasonal bookings from £395 to £513 and for cricket seasonal bookings from £334 to £540. It is proposed to leave the junior concession charge for rugby seasonal bookings unchanged at £761.

• The daily charges for commercial park lettings have been generally

standardised at £500.00 resulting in an increase from £269 for Hendon Park, £309 for King George V and £350 for Victoria Park. At Montrose Park which is a bigger park better suited to events, it is proposed to raise the daily charge by inflation to £560.

• A new charge of £50 per day is proposed for non-charging charity events held by registered charities.

• It is proposed to increase the charge for community events from £25 to

£125 and for commercial events from £143 to £500. Barnet has historically charged very low fees for the letting of events on its Green Spaces. Current charges do not however, reflect the cost involved in administering events nor do current charges maximise income to the council.

• The charges for allotments need to be notified 12 months in advance.

The proposed increases for Barnet residents and non-residents for 2008/2009 is in-line with inflation but an increase from £0.85 to £1.10 in the water charge is proposed to reflect escalating water costs.

9.2.5 Appendix E – Planning Fees and Charges to take effect from 1 January 2007

• A proposed increase from £2.75 to £12.75 for Statutory List extracts and from £1.50 to £10.50 per extra copy reflect staff photocopying time.

• Proposed increases for copies of planning briefs from £18 to £25 and

from £8.50 to £12.50 for Barnet residents reflect the high print costs.

• Where other fees and charges have been increased they average 3.74% overall.

9.2.6 Appendix F - Environmental Health Fees and Charges

• Licensing fees for Dangerous Wild Animals, Pet Shops, Riding Establishments and Massage and Special Treatment Establishments have been increased by the rate of inflation but fees for the renewal of licences has been rationalised to 90% of a new licence for all types.

• Pest Control fees and charges have been restructured with the fees for

block treatment for rats and mice attracting a fee of £110 (an increase of 1.9% over 2005/6) with an additional fee of £75 for each additional property. The overall fee is to be co-ordinated by the customer. The fees for bed bug treatment for a two bedroom property have increased by 1.9% over 2005/6 but with an additional £25 per bedroom

9.2.7 Appendix G – Trading Standards Fees and Charges

• Proposed increases average 10% with the exception of Watling Market daily licence fees.

• High increases are proposed for Watling Market daily licence fees ranging from 47.1% to 100%. Since 1999 there has been no increase for the basic stall rental, and only a minimal 2% - 3% increase on the lockable shops in January 2006, in order to try and reverse the year on year reduction in lettings. Significant increases are now necessary to ensure that the costs of providing and maintaining the market can be met within fee income from lettings.

9.2.8 Appendix H– Cemetery and Crematorium Fees & Charges from 1

January 2007

• Barnet’s proposed fees and charges for burials and cremations have been increased in line with previous annual increases. The fees and charges proposed compare favourably with those charged by other boroughs and still offer excellent value for money to users of this service. (see spreadsheet for details of what other Crematorium and Cemetery services within Barnet are charging).

9.2.9 Appendix I, I1 – Building Control Fees & Charges from 1 January 2007

• The Building (Local Authority Charges) Regulations 1998, require the Council’s Building Control functions to recover all of its costs via charge

income on works as controlled by Building Regulations and to break even over a rolling three year period after taking all costs into account.

• The estimated impact of additional income which will be generated to

cover cost is £50,000 in a full year (£7,500 2006-07 taking winter period into account).

• For the purposes of charging, work is classified into three schedules

which are common to all local authorities. These are:

Schedule 1 – new houses and flats up to three hundred square metres in floor area and no more than three storeys including basements.

Schedule 2 – Certain detached garages and domestic extensions up to three storeys and loft conversions.

Schedule 3 – Other building works.

Schedules 1 and 3 apply to the areas of work where Barnet is currently at most risk of competition and no increases are proposed in these areas.

• Current charges have been compared with the neighbouring London

Boroughs of Brent, Camden, Enfield, Haringey and Harrow. The comparison is shown in Appendix I1.

• The proposed charges are shown in Appendix I.

Schedule 2 covers more applications than any other schedule. Small detached garages and carports are currently six per cent above the mean of our neighbours so no increase is proposed. Charges for domestic extensions in this schedule are around two per cent above the mean. It is proposed to increase these by approximately five per cent which would still keep them below the highest of our neighbours’ current charges. Note that it is anticipated that neighbouring Authorities will also be increasing charges next year. The proposed charges are shown in Appendix I1

10 LIST OF BACKGROUND PAPERS 10.1 None. Legal: PJ CFO: MG

APPENDIX A

SERVICE CHARGE PAYABLE BY

TYPE OF CHARGE VAT Unit Approved Charges from 1

Jan 2006Proposed Charges from 1

Jan 2007 % Increase COMMENT

HIGHWAYS

Consideration of an application to deposit each skip on the highway

Skip Hire Company Licence fee N Each £36.00 for 2 months £37.00 for 2 weeks £60.00 for 4 weeks

48.6% 60.0%

Need to keep a tighter control/monitor on skips placed on the highway

Unlicensed skips found on the highway

Skip Hire Company Licence fee N Each £51.25 per skip £100.00 per skip 85.1% Need to encourage an increase in Licence applications

Renewal for expired skip licence Skip Hire Company Licence fee N Each £15.50 £16.00 3.2%

Site Inspection Charge Individual applicant or Construction

company

Inspection fee N Each £36.00 £41.00 13.9% Covers increase in travelling costs

Section 50 Street Works Licence Individual applicant Service Cost N Each N/A £150.00 NEW Section 50 licences are required for any non-statutory works carried out on the public highway. It is an offence to carry out works without a licence. This is a one-off administrayion charge for processing the licence.

Section 50 Inspections Individual applicant Charge N per licence N/A £120.00 NEW This is a one off charge for carrying out inspections in accordance with NRSWA 1991

Footway Reinstatement Deposit Individual applicant Deposit N per licence N/A £200.00 NEW This is a minimumdeposit held against failure of reinstatement during the guarantee period and actual depsoit will be calculated according to the size of excavation.

Carriageway Reinstatement Deposit Individual applicant Deposit N per licence N/A £500.00 NEW Minimum deposit £300 for areas less than 25m2, £500 for areas 25-75m2, £750 for areas 50-75m2. Incremental deposit pro-rata determined on area.

Fees and Bond Assessment Rates Developer Charge N Each Refer to Appendix A1 Refer to Appendix A1 Appendix A1 attached to this report provides standard rates for the calculation of fees and bonds associated with highway work. See Note 1

Commuted Payments for Works Under Sections 38 & 278 of the Highways Act 1980

Developer Charge N Each Refer to Appendix A2 Refer to Appendix A2 Appendix A2 attached to this report provides guidance on how commuted payments are calculated

Provide a temporary power supply (incl works) to traffic sign to indicate route to specified land or premises

Individual Applicant/Public

Utility Co

Service Cost N per sign £359.00 £500.00 39.3%

Ditto above but works by others Individual Applicant/Public

Utility Co

Service Cost N per sign £97.50 £118.00 10.8%

ENVIRONMENT AND TRANSPORT -HIGHWAYS and PARKING

RECHARGEABLE WORKS

FEES AND CHARGES 2007

]

SERVICE CHARGE PAYABLE BY

TYPE OF CHARGE VAT Unit Approved Charges from 1

Jan 2006Proposed Charges from 1

Jan 2007 % Increase COMMENT

ENVIRONMENT AND TRANSPORT -HIGHWAYS and PARKING FEES AND CHARGES 2007

Recover keys from Road Gulley Public Service Charge Y Item £31.75 £75.00 136.2% To ensure recovery of costs

Video copy of CCTV footage of Bus Lane Contraventions

Public Servcie charge N Each N/A £5.00 N/A Subject to variations in postal rates

Note 1 - The fees and charges made will cover all expences incurred in checking of the submission, site inspections and administration. However, provision will be made when dealing with external developers to recover all costs incurred by the Council as a result of the increased scope of the works, delay in the developers programme for completion of highway works and concluding the relevant agreements under the Highways Act 1980. On most schemes, Fees associated with Sections 38 and 278 work areas shall be payable in advance in 3 interim installments prior to commencement of the works on site. On Major schemes, payment methods may vary to reflect developers phasing of the works. �

PARKING

]

Description of WorkCost of

Construction2.0m Width of Footpath per Metre Length

15mm thick 6mm nominal dia. DBM Wearing Course to BS498740mm thick 14//20mm nominal dia. DBM Base Course to BS4987125mm thick 28mm nominal dia. DBM Lower Base Course to BS4987175mm thick Granular Sub Base Type 1 to Clause 803 DOT Spec.

3.5m Width of Footpath per Metre Length15mm thick 6mm nominal dia. DBM Wearing Course to BS498740mm thick 14//20mm nominal dia. DBM Base Course to BS4987125mm thick 28mm nominal dia. DBM Lower Base Course to BS4987175mm thick Granular Sub Base Type 1 to Clause 803 DOT Spec.

2.0m Width of Footpath per Metre Length400x400x63mm Modular Paving with Brindle Colour paving to match existing. 30mm thick compacted sharp sand40mm thick 14//20mm nominal dia. DBM Base Course to BS4987125mm thick 28mm nominal dia. DBM Lower Base Course to BS4987175mm thick Granular Sub Base Type 1 to Clause 803 DOT Spec.

3.5m Width of Footpath per Metre Length400x400x65mm Modular Paving with Brindle Colour paving to match existing. 30mm thick compacted sharp sand40mm thick 14//20mm nominal dia. DBM Base Course to BS4987125mm thick 28mm nominal dia. DBM Lower Base Course to BS4987175mm thick Granular Sub Base Type 1 to Clause 803 DOT Spec.

2.0m Width of Footway per Metre Length900x600x65m and 600x600x65 Precast Concrete paving (ASP) to match existing.30mm thick compacted sharp sand40mm thick 14//20mm nominal dia. DBM Base Course to BS4987125mm thick 28mm nominal dia. DBM Lower Base Course to BS4987175mm thick Granular Sub Base Type 1 to Clause 803 DOT Spec.

3.5m Width of Footway per Metre Length900x600x63m and 600x600x63 Precast Concrete paving (ASP) to match existing.30mm thick compacted sharp sand40mm thick 14//20mm nominal dia. DBM Base Course to BS4987125mm thick 28mm nominal dia. DBM Lower Base Course to BS4987175mm thick Granular Sub Base Type 1 to Clause 803 DOT Spec.

4.8m Width of Carriageway per metre length & 2.0m Width of Footpath per Metre Length40mm thick 10mm Nominal Aggregate Size DBM Wearing/Surface Course to BS498760mm thick 20mm Nominal Aggregate Size DBM Base/Binder Course to BS4987160mm thick 28mm Nominal Aggregate Size DBM Road Base to BS4987 (Laid in 2x80mm Layers)225mm Granular Sub base Type 1 to Clause 803 DOT Specification 600mm Capping layer Type 2 to Clause 613 DOT Specification15mm thick 6mm nominal dia. DBM Wearing Course to BS498740mm thick 14//20mm nominal dia. DBM Base Course to BS4987125mm thick 28mm nominal dia. DBM Lower Base Course to BS4987175mm thick Granular Sub Base Type 1 to Clause 803 DOT Spec.

4.8m Width of Carriageway per metre length & 2.0m Width of Footway per Metre Length - Block Paving

Concrete Block Paving 200x100x65mm on 50mm sharp sand bed160mm thick 28mm Nominal Aggregate Size DBM Road Base to BS4987 (Laid in 2x80mm Layers)225mm Granular Sub base Type 1 to Clause 803 DOT Specification 600mm Capping layer Type 2 to Clause 613 DOT Specification15mm thick 6mm nominal dia. DBM Wearing Course to BS498740mm thick 14//20mm nominal dia. DBM Base Course to BS4987125mm thick 28mm nominal dia. DBM Lower Base Course to BS4987175mm thick Granular Sub Base Type 1 to Clause 803 DOT Spec.

5.5m Width of Carriageway per metre length & 2.0m Width of Footpath per Metre Length40mm thick 10mm Nominal Aggregate Size DBM Wearing/Surface Course to BS498760mm thick 20mm Nominal Aggregate Size DBM Base/Binder Course to BS4987160mm thick 28mm Nominal Aggregate Size DBM Road Base to BS4987 (Laid in 2x80mm Layers)225mm Granular Sub base Type 1 to Clause 803 DOT Specification 600mm Capping layer Type 2 to Clause 613 DOT Specification

Fees & Bond Assessment

The standard rates listed below will be used as a tool to calculate the proposed cost of highway construction works on S.38 and S.278 schemes. The initial fee and bond assessment will also be based on this estimated cost of works. Where schemes vary from this standard construction listed below, detailed estimates shall be calculated based on our current term contract rates.

The cost of construction will be adjusted annually based on the Baxter increase for term contract rates. The rates below are applicable for 2006/07 schemes. For previous years, rates will be dependent on the Baxter increase for respective financial years

1 £215.00

£242.00

£351.002

3

£232.00

£392.004

5

6 £385.00

£1,484.007

9 £1,635.00

8 £1,500.00

Description of WorkCost of

Construction15mm thick 6mm nominal dia. DBM Wearing Course to BS498740mm thick 14//20mm nominal dia. DBM Base Course to BS4987125mm thick 28mm nominal dia. DBM Lower Base Course to BS4987175mm thick Granular Sub Base Type 1 to Clause 803 DOT Spec.

6.75m Width of Carriageway per metre length & 3.5m Width of Footpath per Metre Length40mm thick 10mm Nominal Aggregate Size DBM Wearing/Surface Course to BS498760mm thick 20mm Nominal Aggregate Size DBM Base/Binder Course to BS4987160mm thick 28mm Nominal Aggregate Size DBM Road Base to BS4987 (Laid in 2x80mm Layers)225mm Granular Sub base Type 1 to Clause 803 DOT Specification 600mm Capping layer Type 2 to Clause 613 DOT Specification15mm thick 6mm nominal dia. DBM Wearing Course to BS498740mm thick 14//20mm nominal dia. DBM Base Course to BS4987125mm thick 28mm nominal dia. DBM Lower Base Course to BS4987175mm thick Granular Sub Base Type 1 to Clause 803 DOT Spec




Gully & ConnectionClass D400 cast iron grating and frame BS EN 124 with kitemarking. 230mm brickwork of Class A engineering bricks under frame 150mm thickness Concrete bed and surround Type C20PPrecast concrete trapped gully pot to BS 5911:part 2 with stopper chain. Pot size: 450mm diameter x 1070mm depth150mm diameter UPVC service duct conforming to relevant specification with 150mm thickness concrete bed and

11 £2,027.00

10 £2,180.00

12

£2,300.0013

£1,630.0014

£1,907.00

Environment and Transport APPENDIX A2 Highways Development Control Commuted Payments Introduction As with other Councils there is an increasing amount of development in Barnet. As a consequence, as the development takes place, the highway network will expand with increasing maintenance liabilities. Appropriate measures needs to be taken to safeguard the Council Tax payers of Barnet from incurring unnecessary financial burden. From time to time, the Council enters into Agreements under the provision of s.38 of the Highways Act 1980, for the construction of new roads to be adopted as highways maintainable at the public expense, or s.278 of the Highways Act and s.106 of the Town and Country Planning Act 1990 for the alteration and improvement of existing highways. This report considers the future scope of various Agreements involving highway works, with a view to the Council receiving commuted sums in recognition of additional maintenance costs. It will also formalize the practice of requiring that developers pay a commuted sum for the maintenance costs resulting from highway improvements carried out on the network to facilitate development. Such payments are required where a change occurs on the network to facilitate development that would not otherwise be required. Legal Basis and Background Details Legal advice is that the Council is able to impose commuted sums on developers (Sections 38 and 278) for any highway inventory items as long as the sum is fully costed and that developers are given due notice of its imposition. Section 38 of the Highways Act 1980, sub-section (6) makes provision for the bearing of the expenses of maintenance of any highway, road, bridge or viaduct to which an agreement made under that section relates. Section 278 of the Highways Act 1980, sub-section (3) makes provision for the making to the highway authority by the other party to the agreement of payments in respect of the maintenance of the works to which the agreement relates. A commuted sum is an amount of money that is required by the Council and provided by a developer either prior to the road being formally adopted or prior to works starting on site (Section 38 and Section 278). It is a contribution to the future maintenance of a designated element of the transferring asset. Effectively it is in lieu of maintenance and represents a one off payment instead of ongoing payments. Commuted sums are not new with many authorities using them at different levels as a means to fund future maintenance. Commuted payments will allocate future risk/costs away from the Council onto the original developer. Different types of highway infrastructure increase maintenance liability in different ways. In addition to the immediate maintenance needs (such as grass cutting, gully emptying, sign cleaning, winter maintenance, energy costs for illuminated signs, street lighting and traffic signs) many schemes or access strategies often involve the use of features and materials which significantly increase the cost of maintenance.

1

For example, there is often a need to refurbish road markings at frequent intervals and block paving are costly to restore because of small quantities involved. On initial adoption of housing estate roads, the cost of maintenance is low, with grass cutting, gulley emptying, cleansing and street lighting energy being the main items of expense. However within 5 to 7 years preventative maintenance treatments will become more likely to the road and footway surface. The Council requires a legal Agreement to safeguard the general road users against indiscriminate work on the highway and to ensure that all work is completed in accordance with good engineering practice. However the authority incurs costs in negotiating and completing such Agreements with developers which facilitate the development of land. To safeguard the Council Tax payers of Barnet from incurring unnecessary financial burden all legal, administrative and staff costs incurred by the Council should be recovered through a schedule of fees and charge rates, as set in this document. Proposals To address the particular needs of individually assessing the likely increased maintenance costs arising from development highway schemes, the Council has produced the following guidelines. This sets out the assessment criteria, the length of time over which contribution towards maintenance costs will be sought and the method by which the commuted sum payable by the developer will be calculated. The requirement for payment of a commuted sum shall be divided into three categories.

1. The cost of maintaining areas and/or construction, which is extra over. Examples may include additional areas of carriageway, hard landscaping, grass verges, etc.

• For new adoptable highways, generally constructed under S38 Agreements, any additional areas and/or construction, generally resulting from overall development layout design considerations, and over and above what would normally be required by the Highway Authority as a minimum to satisfy its requirements for safe and commodious operations

• For alterations to existing highways, carried out under S278 Agreements, where they are required solely to serve the development and provide no general benefits to the public or the Highway Authority. Where there is some general benefit then each case will be considered on its merits.

2. The cost of maintaining some features of the adoptable works, which

can be considered as over and above the norm, and therefore representing an increase in the Highway Authority’s future maintenance liability that is in excess of anticipated normal funding generated by the development. Examples may include highway structures, trees, noise fencing, etc. The cost of maintaining some

2

element of the adoptable works, which is more onerous than would normally be considered.

3. The additional cost of maintaining permitted alternative materials and

features which is over and above that which would have been incurred by the Highway Authority, had materials and features to the standard specification been used. Examples may include surfacing materials, street lighting equipment, etc., to a non-standard specification The cost of maintaining certain elements of the works where for aesthetic reasons non-standard specification items, such as heritage lighting, are used. In normal circumstances, these elements of work would not attract a commuted sum. We have now broadened this requirement to give us greater flexibility to adopt ‘innovative’ layouts and ‘non-usual’ materials without placing undue burdens either on our budgets or on Council Tax payers.

So, where in principle we are prepared to adopt them, you will normally also have to pay commuted sums on:

• additional areas exceeding usual highway design standards and which are not required for the safe functioning of the highway;

• materials outside our usual Specification; • non-usual or additional street furniture; • landscaping within the proposed highway, including trees; and

Basis of Calculation The calculated discounted cost of the respective maintenance obligation is derived from the formula. Commuted sum = Σ Mp/(1 + D/100)T

Where, Mp = Estimated periodic maintenance cost D = Discount rate (effective annual interest rate) T = Time period over which the cost is calculated Discount Rate The discount rate (effective annual interest rate) is derived as follows: Interest rate (based on long term neutral base rate) = 4.5% Inflation rate (based on RPI-X; i.e. RPI excluding mortgage payments) = 2.25% Effective Annual Interest Rate (Discount Rate) = (1.045/1.0225) – 1 = 2.2% Time Period There is a case for use of a time period equal to the expected life of the development in the case of development access roads. However, for the time being, a time period of 30 years will be used to calculate the commuted sum, with the exception of highway structures when a 120-year period will apply, in line -with the standard design life requirement.

3

Derivation of Maintenance Unit Costs Maintenance unit costs are derived from current contract rates and frequency of treatment/intervals of replacement, based on planned frequencies or historic information. A sum of 10% of the works costs will be added to cover the Highway Authority’s design and supervision costs. These rates are reviewed annually to reflect increases in material costs and labour. Schedules of Commuted Sums Payable Schedules of commuted sums for periodic maintenance for various elements are included in the Fees and Charges Schedule. Commuted sums for additional assets will be added as the need arises. Some commuted sums will be subject to site specific calculations. Calculation of Actual Commuted Sum Payable The Developer will be required by the relevant Agreement to undertake to pay a commuted sum assessed by the Highway Authority. However, the full implications of the site may not be known at that stage. Accordingly, the commuted sum will be calculated prior to adoption. This will be based on the commuted sum agreed at the time of completion of the Agreement with provision in the Agreement for recalculation at the time of payment based on actual quantities and a price fluctuation percentage specified in the Agreement. The price fluctuation percentage will be subject to annual review. Bonding of Commuted Sum Any commuted sum payable shall be included in the bond required under the Section 38/Section 278 Agreement. Timing of Payment The commuted sum will be payable on issue of the final certificate. Commuted Maintenance Payments The Councils process relating to commuted maintenance payments is to authorise the Director of Environment and Transport to charge developers for items that are deemed will cause future additional budget pressures. The following items will require commuted maintenance payments along with others that the Director may deem necessary. Traffic Signals - Where signals are used to provide safe and adequate access to a development a commuted payment will be required (usually as part of a Section 278 Agreement) Drainage - Government funding to highway authorities does not account for additional costs that would be incurred from the adoption of highway only drainage infrastructure. Also it is not possible for highway authorities to

4

demand ongoing charges from people who benefit from such agreements. Due to above restrictions charges will be made for the provision of surface water highway drains (i.e. drains that take only surface runoff from the highway); gully emptying; cleaning of sewers Structures - The provision of retaining walls, bridges, culverts or large diameter pipes or other structures (above 300mm dia.) Non-Standard Surfacing / Materials- The use of surfacing materials which will result in higher maintenance or replacement costs. Proposed carriageway, footway surfacing, kerbs, gullies and ironwork that are constructed with materials outside our standard adoption specification. Other Non-Standard Features - Street cleansing; non-usual or additional street furniture; any street furniture not required for road safety purposes Street Lighting- Any ornamental or other street lights and / or columns that are not currently specified by Barnet; Energy Costs Planted Areas - Large areas of trees or planting, where agreed, will require a commuted maintenance payment. Also grass verges within landscaped areas offered for adoption Developers should approach the Highway Authority regularly the charges that will be made at the earliest opportunity. RECOMMENDATIONS This report agrees that, in future, all Agreements made under sections 38 and 278 of the Highways Act 1980 and section 106 of the Town and Country Planning Act 1990 include a requirement, where appropriate and necessary, for the Council to receive commuted sums to cover potential maintenance cost increases over and above those that would be normally be incurred via respective agreements.

5

APPENDIX B

REFUSE

Service and CategoryCurrent Charge

2006/2007 (Excludes VAT)

£

VAT Applicable Y/N ( Always add VAT on

sales to developers)

Proposed Charge 2007/2008

(Excludes VAT)

£

% Increase Notes

Household Waste - Wheeled Bins

Provision of initial 240 ltr. Wheelie bin to new dwelling £46 N £48 4.3% To reflect cost of

service provisionRequests for additional 240 ltr bin to increase waste capacity

£100 N £110 10.0%

Price to reflect cost of supply, delivery, collection and disposal cost (not subsidised). This aims to encourage waste minimisation.

Request for initial 660 ltr bin per 3 flats £144 N £152 5.6%

Price to reflect the increased cost of supply of this size of bin.

Request for initial 720 ltr bin per 3/4 flats (without lid)

£239 N £251 5.0%

Price to reflect the increased cost of supply (steel surcharge) of this size of bin.

Request for initial 720 ltr bin per 3/4 flats (with lid)

£266 N £278 4.5%


Request for initial 940 ltr bin per 4 flats (without lid)

245 N £256 4.5%


Request for initial 940 ltr bin per 4 flats (with lid)

£273 N £292 7.0%


Request for initial 1100 ltr bin per 5 flats

£240 N £252 5.0%


Requests for reduced bin capacity Free N Free 0.0%

Provision of replacement bin following loss or damage through collection Free N Free 0.0%

ENVIRONMENT AND TRANSPORT STREET SCENE - REFUSE FEES AND CHARGES REVIEW 2007/8

APPENDIX B

REFUSE



£




(Excludes VAT)

£

% Increase Notes


Collection of Furniture and Rubbish from domestic premises only

2007/8 - Half price subsidy removed to meet increases in cost of collection and disposal

A prepaid charge for removal 1 large item of rubbish or furniture.

New Item N £15New item to meet popular demand

A prepaid charge for removal of upto 4 large items of rubbish or furniture.

£36.00 N £40New price structure to meet popular demand

More than 4 items ( per item)£12.00 N £10

New price structure to meet popular demand

A prepaid charge for removal of white goods e.g. fridge/freezer, cooker, tv, computers (CRT) or any other electrical items (per item)

£24.00 N £30 25.0%

Increased to reflect additional disposal cost of white / electrical goods.

Bulk and Garden Rubbish for domestic premises only

A prepaid charge, for removal of up to 15 bags, including side waste.

£36.00 N £40 11.1%New price to encourage recycling

Removal of Graffiti from private propertyCharge for first square metre

£30.00 Y £35 16.7%To reflect cost of service provision

Charge for each additional square metre £10.00 Y £12 20.0%

To reflect cost of service provision

Collection and disposal of dead animals from private dwellings.Charge per visit, payable by cheque. £23.50 Y £25 6.4%

Charge towards contribution of collection cost.

2006/7 -those who are in receipt of means tested benefit are entitled to 1 free collection every 3 monthswith half-price subsidy for additional collections

APPENDIX B

REFUSE



£




(Excludes VAT)

£

% Increase Notes


Cost of raising an invoice

£15.00 Y £15

Admin Cost of raising an invoice when people refuse to pay onsite.

Collection and disposal of clinical waste.Residential care homes or similar (per bag,sharps or box) £5.00 Y £5

Frozen, to remain competitive.

Individual user in own home (per bag,sharp or box) Free 0.00 £0.00 Free

APPENDIX C



from 1 April 2006

£

VAT Applicable Y/N

Proposed Charge

2007/2008 (Excludes VAT

) from 1 April 2007

% Increase

220 litre Compost Converter£10 N £15 50.0%

330 litre Compost Converter

£15 N £20 33.3%

200 ltre tumbler £25 N £40 60.0%Junior Tumbler £15 N £20 33.3%Oroginal wormery £25 N £30 20.0%

ENVIRONMENT and TRANSPORT - WASTE & SUSTAINABILITY FEES AND CHARGES REVIEW 2007/8

The proposed price increases would decrease the subsidy Barnet makes to approximately £7,500 in 2007/2008. This would be a saving from £11,500 from 2006/2007

Compost Bins and Wormeries

APPENDIX D

Comments

Adult Junior Adult Junior Adult Junior

Football Season Adult + Junior £986.56 £395.00 £1,026.00 £513.00 4.0% 29.2% Season Sept - March 30 weeks 4% increase to reduce subsidy. Junior concession standardised at 50%.

Cricket Season Adult + Junior £831.50 £334.00 £1,080.00 £540.00 29.8% 38.1% Season April - Sept 30 weeks. 30% increase to reduce significant subsidy. Junior concession standardised at 50%

Rugby Season Adult + Junior £1,279.00 £761.00 £1,310.00 £761.00 2.5% 0.0% Season Sept - April 35 games. 2.5% increase for adult charge, no increase for junior charge to progress towards junior concession standardised subsidy of 50%

Casual Football £72.00 £36.00 £74.90 £37.45 4.0% 4.0% 4% increase to reduce subsidy.

Casual Cricket £72.00 £36.00 £93.60 £46.80 30.0% 30.0% 30% increase to reduce significant subsidy.

Summer Football £54.00 £26.50 £56.00 £28.00 3.7% 5.7% 4% increase to reduce subsidy

Tennis per court £5.10 £2.60 £5.20 £2.60 2.0% 0.0% 2.5% increase plus stand still on junior to realign 50% consession

Events - Community Charge reviewed to bring in-line with administrative costs

Events Commercial As above. Community event with associated commercial event which occupy beyond the normal duration of the community event will be charged for each additional day at the commerical rate. (25% reduction for non trading days to £375

Events Charity Registered Charities. Non-charging events only

New Charge

440.0%£25.50

To take effect from 1 April 2007 except where season as stated.

New Charge

249.6%

£125.00

£50.00

£143.00 £500.00

ENVIIRONMENT AND TRANSPORT - GREENSPACES - PITCHES AND LETTINGSFEES AND CHARGES REVIEW 2007/8

2007/08 Charges2006/07 Charges % Increase

Hendon park price per day All charges to be standardised at the commercial event rate

King George 5th " " " " " " Victoria Park " " " " " " Montrose " " " Larger park better suited to public events.

Inflation increaseBowls Season Flat rate Season April - October. Increase to reduce

the significant subsidy

2008/09 Charges % Increase

Residents of the Borough per pole.Rent £5.40 2.3%Water £1.10 20.9% Increase to reflect escalating water costs

calculated at 06/07 actual cost plus 2 years 2.5% inflation

Non residents per poleRent £10.80 2.4%Water £1.10 20.9% As above

A consession of 50% applies to the rent element on the first 10 poles rented by allotment holders aged 60 and over Changes in allotment fees and charges have to be notified to tenants 12 months in advance.

£0.87

£10.55£0.87

£561.00

£500.00£500.00

£309.00£350.00

2.5%42.9%61.8%

£0.85

£10.30£0.85

2006/07 Charges

£269.00

£69.70

Allotments2007/08 Charges

7.7%£75.00

81.4%£500.00

Fun Fairs/Circus

£547.00

£5.15 £5.28

APPENDIX E

FEES AND CHARGES 2007

SERVICE CURRENT CHARGE

PROPOSED CHARGE % Increase

2006 2007

Policy PublicationsAdopted Unitary Development Plan 2006 (for residents only) n/a £90

(£45)

UDP Inspector's Report (for residents only)

£63.00 (£19.00)

£66 (£20)

4.8% 5.3%

UDP deposit Draft July 2000 (for residents only)

£63.00 (£19.00)

£66 (£20)

4.8% 5.3%

Adopted Unitary Development Plan 1991 (for residents only)

£52.50 (£23.50) n/a

Unitary Development Plan Review: Trends and Prospects (for residents only)

£26.00 (£13.50) n/a

Unitary Development Plan Review: (1996 combined volume) Policy Issues Papers (for residents only)

£26.00 (£13.50) n/a

Planning Briefs & Supplementary Planning Guidance (for residents only)

£18.00 (£8.50)

£25 (£12.50)

38.9% (47.1%)

Conservation PublicationsConservation Area Character Appraisals (for residents only)

£18.00 (£8.50)

£19.00 (£9)

5.6% (5.9%)

Statutory List of Buildings of special architectural or historic interest (for residents only)

£30.00 (£13.50)

£32.00 (£14.50)

6.7% (7.4%)

Schedule of Building of local or historic interest (for residents only)

£17.00 (£8.00)

£20.00 (£10.00)

17.6% (25%)

Statutory List extracts One building per extra copy

£2.75 (£1.50)

£12.75 (£10.50)

363.6% (327.3%)

Article 4 Directions per area £3.75 £4.00 6.7%

Conservation Area Maps (for residents only)

£23.00 (£11.00)

£25.00 (£12.50)

8.7% (12.0%)

Development Control Publications

Copies of Planning Decisions £17.00 £17.00 0.0%

Tree Preservation Order Full Document £28.00 £30.00 7.1%

Tree Preservation Order Extract £17.00 £17.00 0.0%

Weekly list of Planning applications per area-by post only £155.00 n/a

NB. No charge for emailing the weekly list

All Planning ServicesPhotocopying per copy

A3 0.30p 0.30p 0.0%

A4 0.20p 0.20p 0.0%

Reproduction of maps/drawings (Historic Applications)

A0-A2 £10.00 £10.00 0.0%

A3 £6.25 £6.25 0.0%

A4 £5.00 £5.00 0.0%

Reproduction of maps/drawings (Live Applications)

A0-A2 £5.00 £5.50 10.0%

A3 £3.00 £3.20 6.7%

PLANNING AND ENVIRONMENTAL PROTECTION - PLANNING SERVICES

APPENDIX E

A4 £2.00 £2.20 20.0%

Dyeline paper copies(per copy)

AO £7.80 £8.20 5.1%

A1 £6.75 £7.00 3.7%

A2 £6.75 £7.00 3.7%

A3 £6.75 £7.00 3.7%

A4 £6.75 £7.00 3.7%

All publications and maps subject to extra postage and packing, at the following scales, except where supplied to personal callers.

A= £3.75 B = £2.00 C = £ 0.65

A= £4.00 B = £2.20 C = £ 0.70

6.7% 10.0% 7.7%

Faxed Information - per A4 page in addition to relevant charge £2.20 £2.20

Ordnance Survey Extracts

Price per extract (minimum of 3 extracts) £14.00 £14.50 3.6%

Historic Planning Information

Price per file (for residents only) (excluding Part I and II of Register for which no charge)

£10.00 (£5.00

£10.00 (£5.00)

0.0% (0.0%)

Correspondence

Planning History per question per address £32.50 £33.00 1.5%

Enforcement Enquiry per question per address £32.50 £33.00 1.5%

High Hedge Complaints

Complaint Investigation (Fee agreed at Cabinet Resources July 2005) (50% discount for specified benefits)

£450 (£225)

£450 (£225)

0% 0%

Other Planning Costs (Recovery of Costs Only)

Planning Advice Charges (Pre-Application Advice)

Category A (Complex - 25+ residential units or 2000m2+ of commercial floor space)£2,935

(VAT Inclusive)£2,935

(VAT Inclusive) 0.0%

Category B (Major - 10-24 residential units or 1000m2-2000m2 commercial floor space)

£1,468 (VAT Inclusive)

£1,468 (VAT Inclusive) 0.0%

Category C (Minor - 2-9 residentail units or 100m2-999m2 commercial floor space)£646.25

(VAT Inclusive)£646.25

(VAT Inclusive) 0.0%

Hourly Rates For Subsequent Meetings

Case Officer (up to Principal Planner/Deputy Team Leader/Manager) £100 per hour £100 per hour 0.0%

Team Leader/Manager £125 per hour £125 per hour 0.0%

Service Heads and Directors £150 per hour £150 per hour 0.0%

Specialist Advice (Conservation & Design, Highways) £100 per hour £100 per hour 0.0%

Section 106 Agreements Recovery of Professional Planning Services Costs

Category A (Complex)£1,500;

£100 per hour after first 10 hours

£1,500; £100 per hour

after first 10 hours

Category B (Major) £1,000 £1,000 0.0%

Category C (Minor) £650 £650 0.0%

Notes

1. The average price increase for policy publication charges, other than 3 & 4 below, is 5.3%.

2. The average price increase for other fees and charges, which have been raised is 3.14%.

3. Increase in charge for planning briefs reflects the high print costs.

4. Increase in charge for statutory list extracts reflects staff time in photocopying the extracts.

APPENDIX E

APPENDIX F

Service and Category

CurrentCharge

2006/2007

VAT applicable

Y/N

Proposed Gross Charge Effective from 1 January

2007 (include 17.5% current VAT rate

where applicable)

Notes

£ £

Dangerous wild animals(Dangerous Wild Animals Act 1976)

New

£384 N £394 2.6%Renewal £354 N 90% of new licence 0.0%

Pet Shops(Pet Animals Act 1951)

New

£370 N

£380 2.7%Renewal £230 N 90% of new licence 48.7%

Riding Establishments(Riding Establishments Acts 1964-70)

New

£514 N

£527

2.5%

Renewal £471 N 90% of new licence 0.0%

New £120 N £148 23.0%Renewal £60 (90% of new licence) 122.0%



Transfer and Variation Fee Band ABand BBand C (where a variation takes the licence into a higher band then the full fee pro-rata will be payable)

£28£62 £95

NNN

£35 £64 £97

23.3% 2.6% 2.6%

Where an establishment offers treatments that fall into different bands, the higher amount will be charged

PLANNING AND ENVIRONMENTAL PROTECTION - ENVIRONMENTAL HEALTH

New Application fees increased in line with inflation. Proposed renewal fees at 90%

of new licence

As above

As above

FEES AND CHARGES REVIEW 2007/2008

GENERAL LICENSING FEES

Licence for Massage and Special Treatments (including cosmetic skin piercing)

As above

Band C - Higher risk or invasive treatments, including body massage (other than described in Band B), electrolysis, acupuncture and saunas.

Band A - Low risk and non-invasive treatments, including manicure, pedicure, ear and nose piercing using a single use piercing gun designed for the purpose.

Band B - medium risk non-invasive treatments including some beauty treatments and therapeutic treatments, head, neck and below the knee massage, and sunbeds.

As above

As above

APPENDIX F

Service and Category

CurrentCharge

2006/2007

VAT applicable

Y/N

Proposed Gross Charge Effective from 1 January

2007 (include 17.5% current VAT rate

where applicable)

Notes

£ £

FEES AND CHARGES REVIEW 2007/2008

Basic enquiry £32 N £35 9.3%

Inquiry including historical land use data £74 Y £77 8.1%

30% on building costs plus surveyors/architects fees or 45% on building costs where work supervised by Barnet Council Minimum charge £73 N £100 37.0%NOISE ACT 1996Charges made for the seizure, removal and detention of equipment.Storage fee (total) £112 N £125 11.6%

Inspection of dwellings to meet visa requirements £118 £130 9.2%

Rats £108 Y £110 1.9%

£110 (where there is a block treatment; a number of

adjoining properties affected, there should be an initial fee of

£110 and £75 for each additional property. The overall

fee and access is to be co-ordinated by the principal

customer

Mice £108 Y £110 1.9% As above

Cockroaches £98 Y £100 1.9%

Bed Bugs £98 Y

£100 for a two bedroom property, and an additional £25 per bedroom

1.9% (2 bedrooms)

28% (3 bedrooms)

etc

New fee structure

Fleas £98 Y £100 1.9%

Exotic Ants £108 Y £110 1.9%

Wasps £53 Y £55 3.7%

Means Tested Benefits £20 Y £20 Unchanged

PEST CONTROL

CONTAMINATED LAND ENQUIRIES

WORKS IN DEFAULT - ADMIN FEE

HOUSING REPORTS

APPENDIX G

Service and CategoryCurrentCharge

2006/2007

VAT applicable

Y/N

Proposed Gross Charge Effective

from 1 January 2007 % Increase Notes

£ £

a) Linear Measures not exceeding 3m for each scale £9.90 N £11.00 11.0%

b) Capacity measures (withoutdivisions or subdivisions), not exceeding 1 litre (metric)

£9.90 N £11.00 11.0%

c) Cubic ballast measures (other than brim measures) £156.00 N £170.00 9.0%

d) Measuring instrumentsfor liquid fuel or lubricants, or mixtures thereof: (e.g petrol pumps)

1.Container Type, unsubdivided 67.00 N £74.00 10.0%2.Multigrade type (price computing) Single outlet:- £98.00 N £108.00 10.0%

3.Other types (price computing) Single outlet: £98.00 N £108.00 10.2%

4.Other types (multi-outlets)1 meter test £117 N £130 11.1%2 meter tests £196 N £215 9.7%3 meter tests £244 N £270 10.7%4 meter tests £308 N £340 10.4%5 meter tests £374 N £410 9.6%6 meter tests £438 N £485 10.7%7 meter tests £507 N £560 10.5%8 meter tests £574 N £630 9.8%

5.Additional costs involved in testing ancillary equipment which require additional testing on site such as credit card acceptors will be charged at the rate of :

£72 per extra officer hour. N £80 per extra officer

hour. 11.1%

e) Measuring instruments for intoxicating liquor

not exceeding 150ml: £15.00 N £17.00 13.0%Other £30.00 N £33.00 10.0%

f) Weights

Up to and including 25Kg Over 25Kg £72 per hour N £80 per hour 11.1%

g) Weighing Instruments

Exceeding Not exceedingImp Metric Imp Metric

1. - 34lb 15kg £38.00 N £42.00 10.5%2. 34lb 15kg 224lb 100kg £50.00 N £55.00 10.0%3. 224lb 100kg 560lb 250kg £70.00 N £77.00 10.0%4. 560lb 250kg 1 ton/tonne £114.00 N £126.00 10.5%5. 1 ton/tonne 10 ton/tonne £152.00 N £168.00 10.5%6. 10 ton/tonne 30 ton/tonne £316.00 N £350.00 10.8%7. 30 ton/tonne 60 ton/tonne £490.00 N £540.00 10.2%

Additional costs involved in testing instruments calibrated to weigh in both metric and imperial units or incorporating remote display or printing facilities will be the basic fee given above plus additional costs at the rate of :

£72.00 per hour

N £80 per hr 11.1%

PLANNING AND ENVIRONMENTAL PROTECTION - TRADING STANDARDS

TRADING STANDARDS - TESTING FEES

Instruments calibrated to weight only in imperial or metric units

capacity - as marked on machine

10% increase rounded to nearest £1 or £5 for ease of calculation

FEES & CHARGES REVIEW 2007/8

APPENDIX G


2006/2007

VAT applicable

Y/N



£ £

PLANNING AND ENVIRONMENTAL PROTECTION - TRADING STANDARDSFEES & CHARGES REVIEW 2007/8

h) Measuring equipment, for measuring liquid fuels in excess of 100 litres dispensed from road tankers.

1.Meter Measuring System

1.1 Wet hose type, based on two liquids being used for testing. £162.00 N £180.00 11.1%

1.2Dry hose type, based on two liquids being used for testing. £175.00 N £195.00 11.4%

2.Dipstick Measuring Systems2.1 up to and including 7,600 litres £149.00 N £165.00 10.7%

(N.B. for any compartment over 7,600 litres, basic fee plus additional costs at the rate of :

£72.00 extra officer/hour). N 80 extra officer/hr 11.1%

Initial dipstick £18.00 N £20.00 11.1%

Spare dipstick £18.00 N £20.00 11.1%

2.2 Replacement dipstick (including examination of compartment)

£39.00 N £43.00 10.3%

i) Other weighing or measuring equipment (and associated equipment) including automatic or totalising weighing machines and equipment designed to weigh loads in motion.

1.For examining, adjusting, testing, certifying, stamping, authorising or reporting - per officer/hour spent.

£72.00 N £80.00 11.1%

2.For testing any weighing or measuring equipment by means of statistical sampling - per officer/hour.

£72.00 N £80.00 11.1%

j) The above fees are in respect of testing during normal working hours (0800 - 1800 Mon - Fri).For testing undertaken outside these hours the above fees are to be increased by:

100% N 100%

Waiting / downtime at the cause of the customer. £72.00 per

hourN £80 per hr 11.1%

Basic fee (for calibration of each compartment and production chart).

APPENDIX G


2006/2007

VAT applicable

Y/N



£ £

PLANNING AND ENVIRONMENTAL PROTECTION - TRADING STANDARDSFEES & CHARGES REVIEW 2007/8

1.Poisons List (Poisons Act 1972)a)Inclusion on list of those entitled to sell poison £51.00 N £60.00 17.6% To bring in line with other London

authoritiesb) Alteration of list £21.00 N £25.00 19.0%c) Retention of name on list £51.00 N £60.00 17.6%

2.Watling Market Daily Licencesa) Stall or Pitch £19 N £28 47.4% No increase since 1999b) Lock-up shop (size 1) £33 N £49 48.5%c) Lock-up shop (size 2) £38 N £56 47.4%d) Lock-up shop (size 3) £51 N £75 47.1%e) Lock-up store £10 N £15 50.0%

Introductory stall charge:New trader or existing trader taking an additional stall; subject to commitment for six weeks.

10.00 N 15.00 50.0%

f) Electricity supplied by metered socket - per unit. £0.20 N £0.40 100.0% No increase since 1999

3.Motor Traders Scheme Fees for registration under the Barnet Motor Traders Registration scheme

£128 N £140 9.4% No increase since 2003

SoleTrader £113.00 N £125.00 10.6%Limited Company £113.00 N £125.00 10.6%

For second and each subsequent director £41.00 N £45.00 9.8%

Partnership £113.00 N £125.00 10.6%For second and each subsequent director £41.00 N £45.00 9.8%

Certified copy of Register Entry £31.00 N £34.00 9.7%

Licence to sell fireworks all year round £500.00 N Maximum Statutory

Fee Maximum Statutory Fee

Fireworks Storage Registration on permitted datesNew Application

£60.00 N Maximum Statutory Fee Maximum Statutory Fee

Fireworks Storage Registration on permitted datesRenewal

£30.00 N Maximum Statutory Fee Maximum Statutory Fee

Licence for LotteriesFee for New Application £35.00 N Maximum Statutory


Licence for Lotteries Fee for Renewal £17.50 N Maximum Statutory


Permit for Gaming Machines in Amusement Arcades £250.00 N Maximum Statutory


New licence under the Firework Regulation 2004

TRADING STANDARDS - LICENSING FEES

Only slight increase last year, previously no increase since 1999

Motor Salvage Operator Licensing

APPENDIX H

VAT applicable

Y/N


from 1 January 2007 (include 17.5%

current VAT rate where applicable)

% Increase

£

Class 'A' 7'6" x 3' 6" N £3,400 3.0% No Class "A" available locally

Class 'B' 6'6" x 2' 6" N £1,560 4.0% Class "B" Kensal Green £1700 New Southgate £2550 Islington £1400.00

Additional charge for Mausoleum spaces

£500 11.1%

Half size grave for burial of children under 3 years of age.

Class 'A' N £1,600 6.6%Class 'B' N £684 3.6%

Single depth N £415 3.8%

Double depth N £535 2.9%

Additional charge per Weekend Burial. N £160 6.7%

Persons over 10 years of age N £420 5.0%Children under 10 years of age including those still born

N £270 8.0%

Additional charge for any depth in excess of 6 feet

N £125 4.2%

Interment of cremated remains N £215 7.5%

Common Interments:- Persons over 10 years of age N £185 2.8%

Children under 10 years of age N £70 7.8%

Stillborn children N £51 13.3%

Class 'A' 9' x 4' N £6,450 7.5% No Class "A" available locally

Class 'B' 6'6" x 2' 6" N £3,300 22.2%

Half size grave for burial of children under 3 years of age.Class 'A' N £2,980 2.8%

Class 'B' N £!390 3.0%

Persons over 10 years of age N £875 2.9%

Children under 10 years of age includingthose still born

N £520 3.0%

Additional charge for any depth in excess of 6 feet

N £260 3.8%

Interment of cremated remains N £420 5.0%

Common Interments :Persons over 10 years of age N £360 2.9%

Children under 10 years of age N £130 4.0%

Stillborn children N £80 6.7%

Interment of Casket N £200 11.1%

Removing and replacing Memorials for the purpose of enabling further interment

N £195 2.6%

Erecting new monuments, grave stones and tablets for the right to erect or place on private graves (including first inscription)

a. Headstone with kerbs N £225 9.8%

£75

£250

£400

£350

£125

N

£3,300

£450

£2,700

£1,500

£1,500

£180

£2,900

PLANNING AND ENVIRONMENTAL PROTECTION - CEMETERY AND CREMATORIUMFEES AND CHARGES REVIEW 2007

CurrentCharge

2006/2007

CommentsService and Category

HENDON CEMETERY & CREMATORIUMA. Burials for LBB Residents:

£

£180

£400

£660

Grave digging only charge

Excavation and Interment Fees (all classes of private interments)

Class "B" Kensal Green same as resident. New Southgate same as resident. Islington same as resident

£6,000

£520

£400

£200

£150

£120

£1,350

£45

£250

£65

£190

£205

C. General Fees

£850

£505

B. Burials for Non-LBB Residents:

Excavation and Interment Fees (all classes of private interments)

APPENDIX H

VAT applicable

Y/N


from 1 January 2007 (include 17.5%

current VAT rate where applicable)

% Increase

£

PLANNING AND ENVIRONMENTAL PROTECTION - CEMETERY AND CREMATORIUMFEES AND CHARGES REVIEW 2007

CurrentCharge

2006/2007

CommentsService and Category

£b. Headstone only N £175 12.9%

c. Conversion of existing Headstone to include kerbs

N £75 15.4%

d. In the form of a Vase, Tablet or Wooden Cross

N £60 9.0%

e. Renovation or additional inscription N £75 36.4%

For the right to erect, or place a memorial on a common grave

N £98 3.2%

Fee for Organ Music and Services of Organist

N £40 14.3%

Persons over 10 years - weekday . - weekend

N £420 £465 13.5% 12.0%

Increase above inflation to fall in line with other crematoriaincreases approx 15%

Children over 1 month - 10 years Children still born - 1 month

N £50 No charge

11.0% Golders Green - £456.50,Marylebone - £421.50 New Southgate - £415 Kensal Green - £405 Islington - £365

Lily Pond tablet with inscription (35 year lease) N £705 2.9%

Large commemorative tablet with inscription N £1,925 2.6%

Cloister tablet with inscription N £1,420 2.9%

Wall tablet in Book of Remembrance Hall with inscription

N £610 3.7%

Entry in Book of Remembrance consisting of -Two linesFive lines

Y Y

£96 £138

3.2% 3.0%

Book of Remembrance copy 2 lines Y £47 2.2%

Book of Remembrance copy 5 lines Y £75 4.2%

Armorial bearing or badges (these may be engrossed in the Book of Remembrance only if accompanied by an inscription of at least 5 lines

Y £195 2.6%

Main drive flower bed N £570 1.4%

£95

£35

£155

£55

E. Cremation Fee :

£588

£93 £134

£370 £415

£45 No charge

£65

£55

£685

£562

£46

£72

£190

£1,875

£1,380

APPENDIX I

Planning & Environmental ProtectionBuilding Control Fees and Charges 2007SCHEDULE 2 Charges for certain small Buildings,Extensions and Alterations

Current Charges Proposed Charges WEF 01/01/07 Difference % ChangeTYPE OF WORK Building Notice Charge Building Notice Charge

£ £ £ %1 Erection of a detached building which

consists of a garage or carport or both having a floor area not exceeding 40m2 in total and intended to be used in common with an existing building and which is not an exempt building.

£132 £132 £0 0.0

2 Any extension of a dwelling the total floor area of which does not exceed 10m2

including means of access and work in connection with that extension.

£260 £275 £15 5.8

3 Any extension of a dwelling the total floor area of which does not exceed 10m2, but does not exceed 40m2, including means of access and work in connection with that extension.

£400 £420 £20 5.0

4 Any extension of a dwelling the total floor area of which does not exceed 40m2, but does not exceed 60m2, including means of access and work in connection with that extension.

£515 £540 £25 4.9

Interpretation of Schedule 2Certain detached garages and domestic extensions up to 3 storeys, where the work shown on the deposited drawings comprises more than one extension the total floor area

of all the extensions is aggregated together. Where the aggregate area exceeds 60 square metres, Schedule 3 applies.

Loft conversions (up to 60 square metres in floor area) are charged separately within Schedule 2. Where the floor area exceeds 60 square metres, Schedule 3 applies.

VAT - The above charges are net of VAT. All fees (other than regularisation charges) are vatable.

For simplification, only Building Notice Charges are shown. Full Plans Charges are the same, but are split into a deposit charge of 25%and an inspection charge of 75% of the total. Regularisation Charges are 120% of the Building Notice net charge

R Morcom x 4646 Fees & Charges - Appdx I WEF 01/11/05 Building Cont Schedule 2 13/11/2006

s

Planning and Environmental Protection Building Control APPENDIXI1Charges Comparison With Adjacent London Boroughs (as of August 2006)

Schedule 1 New houses and flats up to 300 square metres in floor area and no more than 3 storeys including basement

Net Building Notice Charges % Above/ % Above/No. Of Dwellings Brent Camden Enfield Haringey Harrow Mean Barnet Difference Below Mean Highest Barnet Difference Below Highest

1 £405.00 £580.00 £300.00 £307.50 £405.50 £399.60 £400.00 £0.40 0.10 £580.00 £400.00 -£180.00 -31.032 £606.00 £799.00 £505.00 £517.63 £606.00 £606.73 £589.00 -£17.73 -2.92 £799.00 £589.00 -£210.00 -26.283 £811.00 £1,026.00 £705.00 £722.63 £811.00 £815.13 £819.00 £3.87 0.48 £1,026.00 £819.00 -£207.00 -20.18 No Changes4 £1,001.00 £1,212.00 £910.00 £932.76 £1,001.00 £1,011.35 £1,060.00 £48.65 4.81 £1,212.00 £1,060.00 -£152.00 -12.54 Proposed5 £1,171.00 £1,379.00 £1,115.00 £1,142.88 £1,171.00 £1,195.78 £1,303.00 £107.22 8.97 £1,379.00 £1,303.00 -£76.00 -5.5110 £2,020.00 £2,289.00 £1,980.00 £2,029.50 £2,020.00 £2,067.70 £2,310.00 £242.30 11.72 £2,289.00 £2,310.00 £21.00 0.9220 £3,499.00 £3,887.00 £3,430.00 £3,515.75 £3,499.00 £3,566.15 £3,996.00 £429.85 12.05 £3,887.00 £3,996.00 £109.00 2.8030 £4,575.00 £5,033.00 £4,530.00 £4,643.25 £4,575.00 £4,671.25 £5,282.90 £611.65 13.09 £5,033.00 £5,282.90 £249.90 4.97

Schedule 2 Certain detached garages and domestic extensions up to 3 storeys and loft conversions Barnet Proposed 2007

Net Building Notice Charges % Above/ % Above/ % Above/ % Above/Type Of Work Brent Camden Enfield Haringey Harrow Mean Barnet Difference Below Mean Highest Barnet Difference Below Highest Charges % Increase Below Mean Below Highest

Detached Garage or Carport£126.81 £116.00 £114.89 £118.80 £146.39 £124.58 £132.00 £7.42 5.96 £146.39 £132.00 -£14.39 -9.83 132.00 0.00 5.96 -9.83of which the internal floor

does not exceed 40m2Domestic extension of

£268.00 £235.00 £238.30 £237.60 £293.62 £254.50 £260.00 £5.50 2.16 £293.62 £260.00 -£33.62 -11.45 275.00 5.77 8.05 -6.34which the floor area does not exceed 10m2

Domestic extension of which£402.00 £396.00 £357.45 £356.40 £442.56 £390.88 £400.00 £9.12 2.33 £442.56 £400.00 -£42.56 -9.62 420.00 5.00 7.45 -5.10 the floor area exceeds 10m2

but does not exceed 40m2Domestic extension of which

£534.00 £460.00 £476.60 £475.20 £578.72 £504.90 £515.00 £10.10 2.00 £578.72 £515.00 -£63.72 -11.01 540.00 4.85 6.95 -6.69the floor area exceeds 40m2but does not exceed 60m2

Schedule 3 Other Building Works

Net Building Notice Charges % Above/ % Above/Estimated Cost Of Works Brent Camden Enfield Haringey Harrow Mean Barnet Difference Below Mean Highest Barnet Difference Below Highest

£0.01 - £2,000 N/A £110.00 £110.00 £118.80 £127.66 £116.62 £118.00 £1.38 1.19 £127.66 £118.00 -£9.66 -7.57£10,001 - £11,000 £240.90 £266.10 £240.90 £260.16 £240.85 £249.78 £265.00 £15.22 6.09 £266.10 £265.00 -£1.10 -0.41£20,001 - £21,000 £338.80 £416.30 £338.80 £365.91 £339.57 £359.88 £384.00 £24.12 6.70 £416.30 £384.00 -£32.30 -7.76 No Changes£30,001 - £31,000 £426.80 £566.50 £426.80 £461.01 £426.67 £461.56 £494.00 £32.44 3.30 £566.50 £494.00 -£72.50 -12.80 Proposed

£100,000 £1,034.00 £1,165.60 £1,034.00 £1,117.20 £1,034.00 £1,076.96 £1,097.00 £20.04 2.24 £1,167.00 £1,097.00 -£70.00 -6.00£1,000,000 £4,499.00 £4,499.00 £4,499.00 £5,384.09 £4,499.00 £4,676.02 £4,762.00 £85.98 0.69 £4,499.00 £4,762.00 £263.00 5.85

£10,000,000 N/A £31,500.00 £31,724.00 £37,328.57 £31,724.00 £33,069.14 £33,600.00 £530.86 0.06 £31,724.00 £33,600.00 £1,876.00 5.91


Meeting ng Cabinet Resources Committee Cabinet Resources Committee Date Date 28 November 2006 28 November 2006 Subject Subject Supporting People Programme – Extension

of Contracts Supporting People Programme – Extension of Contracts

Report of Report of Cabinet Member for Community Services Cabinet Member for Community Services Summary Summary This report recommends that the Council extends the existing

contracts for Supporting People services This report recommends that the Council extends the existing contracts for Supporting People services

Officer Contributors James Taylor – Supporting People Manager

Status (public or exempt) Public (with a separate exempt section)

Wards affected All

Enclosures See Exempt report




Not applicable

Contact for further information: James Taylor, Supporting People Manager, Adult Social Services

1. RECOMMENDATIONS 1.1 That as an exception to Paragraph 5.6.2 of the Contracts Procedure Rules,

authority be given to extend contracts expiring on 31March 2007 for services in receipt of Supporting People Programme Grant allocated by the Department for Communities and Local Government, and that the maximum duration of the contract extension in each case be as specified in the schedule at Appendix 1.

2. RELEVANT PREVIOUS DECISIONS 2.1 Cabinet Resources Committee 30.3.06 – approved the extension of contracts for 12

months until 31.3.07 3. CORPORATE PRIORITIES AND POLICY CONSIDERATIONS 3.1 The Supporting People programme in Barnet provides a wide range of housing related

support services in order to help vulnerable people to live independently and safely in the community. The programme is cross-cutting, with links to all four of the themes of Barnet's Community Strategy and the council's five key priorities.

3.2 As the Administering Authority for Barnet's Supporting People programme, the council is

responsible for ensuring that value for money is obtained from the Supporting People grant and that commissioning activity is managed in ways that provide continuity of support and that minimise disruption for vulnerable service users. The recommendations of this report for further extensions to the Supporting People contracts are intended as a balanced response to these requirements.

4. RISK MANAGEMENT ISSUES 4.1 The Council has carried out reviews of the services to ensure that they are in compliance

with appropriate standards in terms of their strategic relevance, quality and value for money. Improvement plans are in place where applicable.

4.2 The organisations that provide the services have also been subject to assessment

against accreditation criteria to determine their suitability to receive and manage public funds, and conditions will be included in future contracts where applicable

5. EQUALITIES AND DIVERSITY ISSUES 5.1 The Supporting People programme supports very diverse populations of vulnerable

people, including people with mental illness, learning disabilities and other impairment. Ethnic minority communities are highly represented among most customer groups. The quality standards which Supporting People contractors must comply with accordingly include specific requirements concerning relevant policy and practice, and will continue to be required under the terms of the proposed contract extensions

6. FINANCIAL, STAFFING, ICT AND PROPERTY IMPLICATIONS 6.1 The services are funded by Supporting People Programme Grant, a ring-fenced grant

allocated to local authorities by the Department for Communities and Local Government. The amount of grant that has been allocated to Barnet for 2007/8 would be sufficient for the council to fulfil its obligations if the contracts are extended as recommended. Funding after 2007/8 is expected to be announced during 2007/8 following the government’s next comprehensive spending review. The form of Supporting People contract used for Barnet

services includes an unconditional right of termination by the council on six months notice

7. LEGAL ISSUES 7.1 The existing contracts commenced on 1 April 2003 or subsequently and in all cases

expire on 31 March 2007. Since the contracts were not subject to procurement by tender or competitive quotation, an exception to Contract Procedure Rules is necessary to extend them.

8. CONSTITUTIONAL POWERS 8.1 Constitution – Responsibility for Functions – Part 3 – Responsibility of the Executive –

Paragraph 3.6 – Responsibility of the Cabinet Resources Committee 8.2 Contract Procedure Rules – Paragraph 5.6.2 - Acceptance Parameters for Contract

Extensions – Paragraph 5.6.2.1 – requirement that the initial contract was based on a competitive tender or quotations – Paragraph 5.6.2.2 - requirement that the initial contract has not been extended before – Paragraph 5.6.2.3 - requirement that the value of the extension is less than half the cost of the existing contract without the extension

9. BACKGROUND INFORMATION 9.1 Local authorities were required by the then Office of the Deputy Prime Minister (ODPM)

to enter into contracts with effect from April 2003 until March 31 2006 with specified named organisations for certain services providing support for vulnerable people, known as Supporting People services. The Council had no discretion in the matter. This requirement was part of a programme administered by central and local government to reform the financial and commissioning arrangements for housing related support services. The national Supporting People contract arrangements fell outside normal local authority procurement processes and in particular the council’s Contract Procedure Rules

9.2 From April 2003, the ODPM and subsequently the Department for Communities and

Local Government allocated an annual Supporting People grant to each authority to enable it to meet its obligation to make payments under the contracts for the Supporting People services. The Council is accountable to government for expenditure of Supporting People grant, acting under the strategic direction of Barnet’s multi-agency Supporting People Commissioning Board.

9.3 Barnet entered into 65 contracts in 2003 for 141 Supporting People (SP) services with a

total annual value of £7.7M. Since then a number of services have been decommissioned, expanded or re-modelled. The full year value of the current total of 99 services is £6.6M.

9.4 The service providers include mainly housing associations and charitable bodies with a

small number of private companies and in-house Council services. The programme covers a wide range of different types of service including:

• sheltered housing support for older people • supported housing for people with mental illness and learning disabilities, referred by

Barnet’s statutory social services • peripatetic support for homeless people in temporary accommodation

SP Commissioning Strategy

9.5 The SP programme was examined by an independent consultancy, the Housing Quality Network, which recommended in May 2006 that Barnet review the priorities for SP service development and grant investment. Recommendations for the SP Commissioning Board's consideration are expected to be made later this year by the SP Core Strategy Group.

9.6 The SP Board intend that commissioning strategies and related delivery plans be put in

place for all sectors within the next 12 months. Current work being undertaken includes:

• an update of the level of need for service provision for each of the main groups of vulnerable people served by the SP programme

• for mental health service provision which currently accounts for 30% of SP grant expenditure, preparation of an implementation plan to reshape the sector following approval of a commissioning strategy in July 2006

• for older people, preparation of proposals regarding SP investment in sheltered housing and other support services, currently taking up 19% of SP grant expenditure, as part of work by the Housing Service and Adult Social Services on wider strategies for older people’s services

• for learning disability, currently taking up 19% of SP grant expenditure, development of a commissioning plan to take forward Barnet’s new Learning Disability and Housing Strategy

• for low level floating support provision, taking up one-third of the SP budget, improvement of arrangements for vulnerable people to access SP services to help assessment of the scale of provision required

9.7 Since the actions listed above have not been completed, it is not yet possible for the SP

Commissioning Board to make decisions on repackaging existing services and contracts, market-testing and procurement. Taking into account time-scales for refinement and approval of contract proposals, consultation with service users and providers, and completion of tender processes, most current services are likely to continue to be required during the next two years, and some are likely to be recommended for long-term retention.

Value for Money - Contract Price

9.8 Detailed work has been carried out to compare Barnet's SP contract values with those of other boroughs in the north London sub-region. Data on the floating support sector, making up one-third of Barnet's SP grant expenditure, indicates that Barnet contracts are competitively priced.

North London Sub-Region - Supporting People Contracts Cost per Hour - % of Floating Support Contracts within Price Bands

Barnet North London excl Barnet£1 - £15 14 6£15 - £20 13 12£20 - £25 54 33£25 - £30 18 28£30 + 0 21

9.9 Data on the sub-regional supported housing sector, comprising the remaining two-thirds of Barnet expenditure is currently being collated by the boroughs and is expected to be reported to the SP Commissioning Board in December 2006.

Value for Money - Strategic Relevance and Quality

9.10 The Council completed the programme of comprehensive reviews of all SP services in

July 2006. Some have been re-modelled, expanded or amalgamated, and 31 services have been de-commissioned, for example because they did not meet quality standards or failed to demonstrate relevance to Barnet’s strategic objectives. Savings in SP grant expenditure through decommissioning, contract re-negotiation and under-performance penalties have enabled investment in new or expanded services with a current full-year contract value of £1.8M.

9.11 A robust programme of contract performance monitoring is in place, including:

• annual self-assessments of compliance with the national SP quality standards • quarterly data submissions on a range of performance indicators • implementation of additional local performance measures for 2006/7, including the

outcomes of service delivery • annual contract reviews, with full service reviews undertaken if poor performance is

identified 9.11 The Council’s SP team has been recently strengthened and this will enable a programme

of spot audits and sample validation of performance data returns from providers during 2006/7

Development Programme 9.13 An active development programme has been implemented during the past three years in

order to address gaps in Barnet’s services and meet evidenced needs for additional provision. As well as expansions to existing services, new services include:

• a 120-unit floating support service for older people to work across all housing tenures • a service providing supported access to private sector rented housing for 60 people

per annum, referred via Probation and Barnet’s substance misuse agencies • a 30-unit service supporting vulnerable families involved with Barnet’s child protection

service 9.14 The forward programme includes key priorities such as the Wood Court/Goodwin Court

extra care sheltered housing projects. Further investment plans will be determined by the commissioning strategies referred to at Paragraph 9.6 and by the SP Commissioning Board’s strategic review to be carried out later this year

Proposed Contract Arrangements

9.15 It is proposed that the council approve 12-month extensions as specified in Appendix 1

of the Exempt report in the case of contracts due to expire on 31.3.07 and that are in the following categories: • mental health services that are expected to be affected during 2007/8 by the

implementation plan referred to in Paragraph 9.6 above

• a number of services where concerns have been identified in service reviews and where further reviews or other action are to be carried out

9.16 It is further proposed that the council enter into two-year contracts (or service level

agreements in the case of services provided by the council itself) as specified in Appendix 1 of the Exempt report in the case of contracts due to expire on 31.3.07 in all other cases.

9.17 The following considerations are relevant to the recommendation of contract extensions:

• the need to offer SP providers an appropriate level of reassurance concerning their place in Barnet's SP programme

• recognition of the time-scales likely to be involved in re-commissioning service contracts with organisations that provide housing as well as support, such as sheltered housing

• the availability of options for early termination, subject to six months notice, within Barnet's proposed SP contract

• the need to minimise unnecessary administrative and legal work on repeated short-term contract renewal, involving costs for the Council and providers

A revised form of SP contract incorporating improvements identified in programme management is currently under consideration by the Borough Solicitor.

Conclusion 9.18 The contracts for the services expire on 31.3.06. Following consideration, it is

recommended that the council extend the contracts in accordance with the arrangements set out in Paragraph 9.15-16. Ending the contracts without making alternative provision would lead to the withdrawal of support from vulnerable people and to increased expenditure against other budgets. It would also be likely to affect the viability of provider organisations, including some that provide other kinds of services under contracts with the council.

9.19 The Acceptance Parameters for Contract Extensions are set out in the council’s Contract

Procedure Rules. They include requirements that the initial contract should have been based on a competitive tender or quotations, that the initial contract has not been extended before, and that the value of the extension is less than half the cost of the existing contract without the extension. Because of the special circumstances in which the council entered into the contracts for Supporting People services, an exception to the Contract Procedure rules would be necessary to enable the proposed extensions of the contract period. The SP Board intend that commissioning strategies and related delivery plans be put in place for all sectors within the next 12 months to replace these current interim contract arrangements.

10. LIST OF BACKGROUND PAPERS 10.1 Supporting People Team operational files 10.2 Anyone wishing to inspect the background papers should telephone James Taylor 020

8359 4886 Legal: PJ CFO: HG


Meeting Cabinet Resources Committee Cabinet Resources Committee Date Date 28 November 2006 28 November 2006 Subject Subject Housing Estates Regeneration Schemes –

Advance purchase of properties in cases of personal hardship

Housing Estates Regeneration Schemes – Advance purchase of properties in cases of personal hardship

Report of Report of Leader/Cabinet Member for Resources Leader/Cabinet Member for Resources Cabinet Member for Regeneration and Development Cabinet Member for Regeneration and Development Cabinet Member for Community Services Cabinet Member for Community Services

Summary Summary To (i) consider the expenditure incurred to date on the acquisition of properties in cases of hardship on the housing regeneration estates at Stonegrove, Grahame Park and Dollis Valley and on advanced acquisitions on the Stonegrove estate; and (ii) to approve continued expenditure.

To (i) consider the expenditure incurred to date on the acquisition of properties in cases of hardship on the housing regeneration estates at Stonegrove, Grahame Park and Dollis Valley and on advanced acquisitions on the Stonegrove estate; and (ii) to approve continued expenditure.

Officer Contributors Ann Frankel, Project Officer David Stephens, Strategic Property Advisor


Wards affected Colindale, Edgware and Underhill

Enclosures Excel spreadsheet of capital and revenue expenditure and revenue income




Not applicable

Contact for further information: Ann Frankel 0208 359 7809

1. RECOMMENDATIONS 1.1 That, subject to the following:

i. That where appropriate, funding can be secured through prudential borrowing;

ii. That properties acquired under the hardship scheme are capable of being used as temporary accommodation or for purposes ancillary to the regeneration of the estates; and

iii. That no additional commitments leading to increased prudential borrowing can be entered into until the Chief Finance Officer has confirmed that this borrowing would be in accordance with prudential indicators approved by Council

the appropriate Chief Officers be authorised to acquire further hardship and advanced acquisition properties on the Stonegrove/Spur Road, Grahame Park and Dollis Valley housing regeneration estates and advanced acquisition properties on the Stonegrove/Spur Road estates subject to:

a. spending not exceeding a total cap for the whole scheme of £12.5m and subject to a maximum use of £8m capital receipts, as referred to in paragraphs 9.8 and 9.9 of this report; and

b. the total number of properties to be acquired to be capped at 58; after which, in either case further Cabinet approval will be required; and

c. that the estimates of expenditure and income be reviewed on a

regular basis conditional that further acquisitions are halted if at any time the total actual and forecast costs exceed income within any financial year

d. officers continue to provide progress reports to this committee.

1.2 That the proposal to transfer hardship acquisition properties to Choices for Grahame Park for the relevant phases of the Grahame Park regeneration scheme on a basis that is cost neutral to the Council (and as referred to in paragraph 9.10 of this report) be approved.

2. RELEVANT PREVIOUS DECISIONS 2.1 16th June 2005 Cabinet Resources Committee – considered a report upon the

cases of hardship on the Stonegrove/Spur Road and Grahame Park housing estates and subject to the following:

i. Confirmation that the London Housing Board funding for Stonegrove

can be used for this purposes; and/or ii. Funding can be secured through prudential borrowing; iii. That, where appropriate, the acquired properties can be used as

temporary accommodation for the homeless on the basis set out in the report or for purposes ancillary to the regeneration of the estates;

iv. To the prior approval of the Office of the Deputy Prime Minister; and

v. That no additional commitments leading to increased prudential borrowing can be entered into until the Borough Treasurer has confirmed that this borrowing would be in accordance with prudential indicators approved by Council;

Agreed that the appropriate Chief Officers be authorised to enter into negotiations with owner/occupiers suffering hardship upon the basis set out in the report subject to:

a. spending not exceeding the sums referred to in the exempt report;

b. the number of properties to be acquired to be capped at 45, after which

further Cabinet approval will be required;

c. that the estimates of expenditure and income be reviewed on a regular basis on the basis that further acquisitions are halted if at any time the actual costs and income prove to be significantly different from the estimates; and

d. to officers providing six monthly progress reports to this committee.

2.2 30 March 2006, Cabinet Resources Committee – considered a progress report on the hardship and advanced acquisitions, noting the capital and revenue implications to that time of the implementing of the hardship and advanced acquisitions and approved the following:

i. The London Housing Board money of £3.02m to be used to pay for the

acquisition of the All Souls playing fields land; ii. The advanced acquisition of properties in Dollis Valley housing estate

regeneration area in cases of hardship, subject to the same limitations as the previous decision for Stonegrove and Graham Park.

2.3 17 October 2006, Cabinet Resources Committee – considered a report

concerning the former Edgware School at Stonegrove and, in addition to agreeing to take a surrender of the lease from the London Academy, approved the demolition of the school buildings at an estimated cost of £420,000 with the cost being met from the hardship and advanced acquisitions budget approved by Cabinet Resources Committee on 16 June 2006.

3. CORPORATE PRIORITIES AND POLICY CONSIDERATIONS 3.1 The project supports the key priorities in the Corporate Plan:

a. ‘Supporting the Vulnerable’: by meeting decent homes standards by

2010. b. ‘ A Successful Suburb’: through the regeneration of the priority areas

of Grahame Park, Stonegrove, West Hendon and Dollis Valley.

4. RISK MANAGEMENT ISSUES 4.1 The prudential borrowing costs of the hardship acquisitions on Grahame Park

include repayment of a proportion of the initial capital sum each year and are therefore showing a deficit in the early years. These costs are off-set by the rental income from the Stonegrove hardship and advanced acquisition properties which are fully funded from the Council’s capital programme. It is anticipated that the Grahame Park figures will go into surplus in future years. The majority of the further anticipated hardship acquisitions will be on Grahame Park and it may be that in the short term there will remain a short-fall between annual prudential borrowing costs and net revenue income and it is possible, although considered unlikely, that the surpluses from the Stonegrove properties will be insufficient to off-set that short-term gap. Officers will be closely monitoring repair and improvement costs to ensure that these are kept to a necessary minimum.

4.2 It may be that some hardship acquisition properties are unsuited to temporary

letting. If acquired using prudential borrowing, the annual borrowing costs will have to be funded from surpluses elsewhere is the scheme.

4.3. There is a risk that if, for whatever reason, the properties acquired on any of the

schemes are not sold to the partner organisations for the regeneration schemes the alternative market sales in future years will not recover all costs incurred. Given that all the properties in the programme are subject to internal works to facilitate new lettings, that the temporary lettings are producing an income which goes towards costs recovery, and there is currently no indication of a decline in the housing market, this is considered to be a low risk.

4.4 As identified in the previous reports, some of the hardship acquisitions involve

incurring unbudgeted prudential borrowing, stating that this would only be done if the cost of borrowing could be appropriately funded. The acquisitions to date and those further recommended acquisitions are not risk free, but officers are continuing to seek to minimise the risk in several ways:-

by setting an agreed criteria for the assessment of hardship cases;

by maintaining the cap on the number of properties acquired,

after which further Cabinet approval is required;

by ensuring that the expenditure and rental income is monitored and reviewed on a regular basis;

The scheme will be reviewed if properties prove difficult to let.

5. EQUALITIES AND DIVERSITY ISSUES 5.1 The regeneration proposals for Grahame Park, Stonegrove/Spur Road and

Dollis Valley will result in mixed tenure development and will provide new homes to Decent Homes standards for all those secure tenants currently living on each estate.

5.2 The hardship acquisition scheme is specifically designed to address the needs of those leaseholders who find themselves in situations of financial hardship and are unable to sell their properties by other means. The scheme is open to all leaseholders who can demonstrate a genuine case of hardship. To date those leaseholders who have taken advantage of the scheme have included a number of elderly retired residents experiencing difficulties in paying mortgages and service charges.

5.3 The scheme appears to be achieving its original objectives of assisting those

residents in a position of hardship who were looking to the Council to help resolve their difficulties.

6. FINANCIAL, STAFFING, ICT AND PROPERTY IMPLICATIONS 6.1 There are no staffing or ICT issues.

6.2 The reports to this committee on 16 June 2005 and 30 March 2006 referred to London Housing Board grant money of £3.02m being available for the Stonegrove scheme. The ability of the Council to spend that money was time limited and thus at its meeting in March 2006, this committee agreed that it should be used to re-pay the £2.8m prudential borrowing used to fund the acquisition of the All Souls College land at Spur Road, to provide playing fields for the London Academy. It subsequently transpired that the London Housing Board money was not grant but approved supported borrowing. Nevertheless, this has been used to fund the £2.8m borrowing. For the time being it has been assumed that this £2.8m spend of the London Housing Board supported borrowing is part of the £8m spending cap set by this committee at its meeting on 16 June 2005.

6.3 The former Edgware School buildings, on land which forms part of the

Stonegrove regeneration area, are to be demolished at an estimated cost of £420,000 with the costs being met from the £8m approved spending for hardship and advanced acquisitions.

6.4 The expenditure to date on the hardship and advanced acquisitions, the

consequential revenue income from temporary lettings and the prudential borrowing position is set out in the table appended to this report and referred to in greater detail in Section 9 below. However, in summary, the figures show that in the first full year of the scheme (2006/07) overall there is expected to be a small surplus after meeting prudential borrowing costs and capital repayments and in future years this surplus is likely to increase. Thus, if the revenue income continues to be as shown in the appended table, the prudential borrowing will not need to be supported by any increase in the Council Tax level.

7. LEGAL ISSUES 7.1 As referred to in the report.

8. CONSTITUTIONAL POWERS 8.1 Constitution – Part 3 - Responsibility for Functions – Section 3.6 Functions

delegated to the Cabinet Resources committee – All matters relating to land and buildings owned, rented or proposed to be acquired or disposed of by the Council.

9 BACKGROUND INFORMATION 9.1 The Committee has previously approved the acquisition of properties in cases

of personal hardship on the three regeneration estates at Stonegrove/Spur Road, Grahame Park and Dollis Valley. It also approved, in connection with the Family Housing Association development on land at Sterling Avenue, Stonegrove, the advanced acquisition of leasehold flats in Collinson, Goldsmith and Powis Courts. The costs of these acquisitions was to be met from the following sources:

For Stonegrove/Spur Road estates Housing Capital Receipts budgetary provision of £8m. London Housing Board Grant of £3.02m For Grahame Park and Dollis Valley estates General Fund Prudential Borrowing.

9.2 The hardship acquisitions have been progressing quickly with the result that as

at the date of this report there have been 18 acquisitions on Grahame Park, 7 on Stonegrove and 1 on Dollis Valley. Additionally, there have been two advanced acquisitions on the Stonegrove estate.

9.3 Once acquired, those properties which are not scheduled for early demolition as

part of the regeneration schemes are put into a condition suitable for letting as furnished premises on short-term tenancies. The works can include the cost of new kitchens and bathrooms as well as carpets, curtains and furniture. In some instances the total expenditure on each flat may be in excess of £20,000. This expenditure is being closely monitored. Notwithstanding this expenditure, it can be seen from the appended table that the rental income achieved across all properties is sufficient to meet capital and revenue repayments and management charges and leave a small surplus. Some of the costs will be recovered over a relatively short period and therefore in future years the surpluses should increase.

9.4 It will be seen from the table that currently the surpluses from the Stonegrove

acquisitions will be supporting the deficits on the Grahame Park properties. Over time the level of cross-subsidy is likely to reduce.

9.5 It was previously reported that the London Housing Board had provided a grant

of £3.02m for the Stonegrove/Spur Road housing estate regeneration and that if not taken up by the end of March 2006 it would be lost. It was agreed that this money should be used to fund the previously incurred £2.8m expenditure on the acquisition of the All Souls land playing fields (necessary to ensure the release of parts of the former Edgware School lands for the housing

regeneration scheme). It later transpired that the London Housing Board money was not a grant but was instead supported borrowing.

9.6 The London Academy is surrendering its lease of the former Edgware School

buildings and this committee has agreed that the costs of demolition should be contained within the £8m cap and met from existing budgetary provision.

9.7 In terms of the committee’s £8m spending cap, the expenditure incurred or

approved to date has been as follows:

PURPOSE EXPENDITURE SOURCE Stonegrove hardship acquisitions

£1,049,209 Housing capital receipts budget

Stonegrove advanced acquisitions

£297,958 Housing capital receipts budget

Acquisition of All Soul’s playing fields

£2,800,000 London Housing Board supported borrowing

Demolition of the former Edgware School (not yet incurred)

£420,000 Housing capital receipts budget

Grahame Park hardship acquisitions

£2,464,858 Prudential Borrowing

Dollis Valley hardship acquisitions

£150,246 Prudential Borrowing

TOTAL £7,182,271 9.8 To date, taking into account the approved expenditure on the demolition of the

former Edgware School, spending is still within the £8m cap set by the committee. The other capping measure was 45 properties and to date 28 properties have been acquired. However, it is estimated that there will be up to another 30 hardship and advanced acquisition cases over the next 15 months. The costs of these will total in the region of £5,350,000 of which circa £2,550,000 will come from the Housing Capital Receipts budget with the remainder (approximately £2,800,000) being financed through General Fund Prudential Borrowing.

9.9 There remains approximately £800,000 within the originally approved cap of

£8m. Thus, if the further expenditure referred to above is to be incurred it will be necessary to increase the cap to £12.5m, subject to a maximum use of £8m capital receipts.

9.10 It was previously reported that the acquired properties would either be

transferred to the development partners to facilitate the regeneration schemes or, if those scheme did not proceed or stopped part way through, could be sold by the Council on the open market. In regard to each of the regeneration schemes the position regarding the transfer of these acquired properties is as follows:

Grahame Park – it has been discussed with Choices for Grahame Park that any acquired properties required for any phase of the regeneration scheme will be a

transferred on a cost neutral basis. The effect of this is that Choices will pay to the Council all the costs incurred upon acquisition and in repairs and borrowing, after deducting the income from the tenancy rents. Thus, in some instances it may be that the revenue income has enabled to Council to pay off capital borrowing and other costs with the result that the there will be a nil value transfer to Choices. The off-setting of any annual deficit of the Grahame Park prudential borrowing acquisitions from the surpluses from the Stonegrove properties will be ignored for this calculation. Stonegrove – the Council has previously agreed that it will make an £8m capital contribution towards site assembly on this project. Currently the acquisitions are being set against this £8m sum. Negotiations are yet to be commenced with the potential developer partners but it is expected that the value/costs of any acquired properties which are subsequently transferred to the developer partner will count as part of the Council’s £8m capital contribution. Dollis Valley – there have as yet been no discussions with developer partners regarding the hardship acquisition properties but it is expected that any transfer proposals will be upon a similar basis as that identified for Grahame Park.

9.11 When this matter was first reported in June 2005 it was anticipated that the hardship acquisition scheme would be self-financing and not create an additional burden on the General Fund. To date this has been the case and there is nothing at present to indicate that this situation should not continue with further acquisitions. The scheme has had a major positive effect in relieving the pressure from very concerned leaseholders on these estates.

9.12 Estimates of expenditure and income will continue to be reviewed on a regular

basis conditional that further acquisitions are halted if at any time the total actual and forecast costs exceed income within any financial year. Officers will continue to provide progress reports to this committee.

10. LIST OF BACKGROUND PAPERS 10.1 None. Legal: RAB CFO: JB

Overview of Regeneration Leasehold Acquisitions Programme

Properties acquired at 31.10.06Hardship AcqusitionsGrahame Park 18Stonegrove 7Dollis Valley 1

26Advance PurchaseStonegrove 2

Purchases and capital costs to date 31.10.06

EstateType of purchase Valuations Capital works

Total capital costs including fees and stamp duty

Grahame Park Hardship 2,328,500 120,696 2,464,858Stonegrove Hardship 992,000 48,211 1,049,209Stonegrove Advance 295,000 0 297,958Dollis Valley Hardship 135,000 13,892 150,246TOTALS 3,750,500 182,799 3,962,271

3,750,500 182,799 3,962,271

revenue 2006/7 year 31.03.07

EstateType of purchase

Prudential Borrowing Costs

Private Sector Leasing (PSL)

management costs

Barnet Homes management costs

Revenue works, furniture and white goods

Gross rental Income

net rental income surplus/(deficit)

Grahame Park Hardship 209,750 11,608 15,164 65,615 (257,458) (165,072) 44,678Stonegrove Hardship 0 5,736 6,208 33,076 (99,957) (54,936) (54,936)Stonegrove Advance 0 0 0 0 (3,956) (3,956) (3,956)Dollis Valley Hardship 3,005 0 552 5,006 0 7,617 8,563TOTALS 212,754 17,345 21,923 103,697 (361,370) (216,346) (5,651)

212,754 17,345 21,923 103,697 (361,370) (216,346) (5,651)

AssumptionsFull year rent income includes 5% allowance for intial or subsequent voidsPrudential borrowing costs at 4.0% Prudential borrowing capital costs 10 year straight line repaymentdoesn't include revenue works allowance for subsequent years

expected revenue 2007/8 year 31.03.08



Net rental income surplus/(deficit)

Grahame Park Hardship 340,150 (283,182) 56,968Stonegrove Hardship 0 (110,126) (110,126)Stonegrove Advance 0 (8,445) (8,445)

Dollis Valley Hardship 20,734 (15,732) 5,002TOTALS 360,884 (417,486) (56,601)

360,884 (417,486) (56,601)

with 20yr repayment term



Net rental income surplus/(deficit)

Grahame Park Hardship 219,372 (283,182) (63,810)Stonegrove Hardship 0 (110,126) (110,126)Stonegrove Advance 0 (8,445) (8,445)


Meeting


Date

28 November 2006

Subject

Barnet South Community Association, Mays Lane, Barnet

Report of

The Leader and Cabinet Member for Resources Cabinet Member for Regeneration and Development

Summary

To approve making application to the Secretary of State for a certificate pursuant to Section 57 of the Landlord and Tenant Act 1954.


Dave Stephens, Strategic Property Advisor


Public – with a separate exempt report

Wards affected

Underhill

Enclosures

Plan no.1

For decision by

The Committee

Function of

Executive


N/A

Contact for further information: David Stephens, Strategic Property Advisor – 020 8359 7353

1 RECOMMENDATIONS

1.1 That the Committee authorises the making of an application to the Secretary of State for Communities and Local Government for the grant of a certificate pursuant to Section 57 of the Landlord and Tenant Act 1954 that the use or occupation of the community hall and premises at Mays Lane by the Trustees of the Barnet South Community Association and its sub-lessees be changed by 29th September 2011.

2. RELEVANT PREVIOUS DECISIONS

2.1 Delegated Powers Report 9 September 1993 reporting the grant of a new lease of the land and premises at Mays Lane to the Trustees of the South Barnet Community Association for a term of 15 years from 25 March 1991 with the rent subject to review every five years. The report also referred to consent given to the Trustees to grant an annual sub-letting of part of the premises to the Valley Playgroup.

2.2 Cabinet on 1 December 2003 resolved to enter into further negotiations with

Warden Housing Association (now known as Home) for the regeneration of the Dollis Valley housing estate. Cabinet agreed that further consultation be undertaken on the extent of the redevelopment.

2.3 Cabinet on 27 September 2004 agreed that the 90 tenanted houses at Crocus

Field and Meadow Close should not be included within the redevelopment proposals. Warden Housing was endorsed as the Council’s preferred development partner for the estate regeneration.

2.4 Cabinet on 21 February 2005 approved the Dollis Valley Vision Statement which

sets out the parameters for the preparation of a draft planning framework of the area by Warden Housing.

3 CORPORATE PRIORITIES AND POLICY CONSIDERATIONS

3.1 Corporate Plan priorities includes:

- A successful Suburb – by regenerating the priority areas of Grahame Park, Stonegrove, West Hendon and Dollis Valley.


4.1 If the Hammond Close site is not used for the regeneration project the scheme business plan will not be as robust as required to procure a developer partner and therefore the delivery of a successful scheme could be in jeopardy unless alternative land solutions can be found.

4.2 If the Secretary of State does not agree to issue the certificate the Council has no right of appeal against such a decision. In such an instance the Council would still be able to serve a notice to terminate the lease under Section 25 of the Landlord and Tenant Act 1954 seeking possession on the grounds that it is intended that

the property be demolished. However, it would be necessary to support such notice with proof of the intention to demolish – this would be difficult at present without a planning permission or a signed development agreement for the Dollis Valley scheme.

4.3 If the Council is unsuccessful in either obtaining a Section 57 certificate or securing possession consequent upon the service of a Section 25 notice opposing the grant of a new lease, it may be necessary to include the premises in any compulsory purchase order which the Council may ultimately agree to make.

4.4 The tenants could serve notice on the Council under Section 26 of the 1954 Act seeking the grant of a new lease. This would not prevent the Council applying for the grant of a Section 57 certificate.

5. EQUALITIES AND DIVERSITY ISSUES 5.1 The Barnet South Community Association has in the region of 300 members from

the local community. If the Council is successful in securing a Section 57 certificate, it is intended that the Association be engaged in discussions regarding the new community facilities to be provided on the site and how its members can make use of such facilities along with other sectors of the local community. Similarly, there will be discussions with the Valley Playgroup with a view to finding ways for that important local service to continue functioning, albeit in new premises.

5.2 Any new community facilities which may eventually be provided on the site will be

built to comply with the appropriate requirements of the Disabilities Discrimination Act 2005.

6. FINANCIAL, STAFFING, ICT AND PROPERTY IMPLICATIONS

6.1 The Community Centre premises are currently let to the Barnet South Community Association on the terms set out in the exempt report.

6.2 The estimated full rental value of the premises, including the bar use, is as set out in the exempt report.

6.3 If the Council secures the issue of a Section 57 certificate or is successful in securing possession pursuant to a Section 25 notice the tenants will be entitled to the payment of compensation when the occupation of the premises ceases. Under current rules the compensation will be equal to twice the rateable value – the estimated compensation is set out in the exempt report. Such payment will need to be set against the Dollis Valley regeneration business plan and recovered from the regeneration partnership.

6.4 The projected financial benefits for the regeneration scheme are set out in the exempt report.

6.5 There are no staffing or ICT implications.

7. LEGAL ISSUES 7.1 Usually, occupiers who have tenancies which fall under Part II of the Landlord

and Tenant Act 1954 can apply to the court for the grant of a new lease upon the expiry of the old lease. However, these rights may be modified where the landlord is a local authority and the Secretary of State issues a certificate under Section 57 of the 1954 Act that it is requisite for the purposes of the local authority that the use or occupation of the property shall be changed by a specified date. The effect of a Section 57 certificate is to prevent the tenant from making an application to the court for a new tenancy.

8. CONSTITUTIONAL POWERS 8.1 Constitution – Part 3 Responsibility for Functions – Section 3.6 Functions


9. BACKGROUND INFORMATION DOLLIS VALLEY REGENERATION 9.1 Officers have been working closely with the Home Group (the new parent

organisation of Warden Housing Association) and local residents to develop a master plan and viable business plan for the regeneration of part of the Dollis Valley housing estate.

9.2 The land available for redevelopment on the housing estate is limited in its capacity to provide space for the new build housing for sale to support the provision of the new affordable housing. The Cabinet decision, in connection with the Primary Schools Capital Investment Programme, to close Barnet Hill School (subject, of course, to all the necessary statutory procedures and consents) and allow the land to be included in the housing regeneration scheme has helped considerably with both the scheme design and its financial viability. However, notwithstanding this, there remains a need to extract more value from the development to aid the business plan and scheme procurement.

OPTIONS

9.3 Increasing the housing density on the available land is not an option – the scheme would be too dense and it would not be possible to provide the necessary additional car parking spaces. Reducing the density would impact mainly on the sale housing numbers and thus have a negative impact on the business plan. The third option is to consider the inclusion of additional land.

9.4 The housing estate is bounded to the north and east by existing residential development – it would not assist the financial viability to acquire any of this existing housing. To the west is Barnet Hill school site and the site of New Fieldways. The New Fieldways site is, as part of the Council’s partnership with

Notting Hill Housing Trust, being redeveloped with new residential accommodation and day-care facilities for people with learning disabilities together with general housing. The Council has nomination rights to some of this new housing and these nominations will be used to re-house people from Dollis Valley. To the south of the housing estate are playing fields owned by the Council/King George V Playing Field Trust and which are designated green belt.

9.5 The only land within close proximity to the regeneration site which is considered to be capable of assisting scheme viability is a site at the end of Hammond Close, on the western side of Barnet Hill School. This site has an area of approximately 0.227 hectares/0.56 acres and is shown edged black on the attached plan. The land and buildings are owned freehold by the Council but are currently occupied by the Barnet South Community Association and the Valley Playgroup.

CONTRIBUTION TO SCHEME VIABILITY

9.6 The Hammond Close site, if made available for the Dollis Valley regeneration scheme, could be suitable, subject to planning, as the location for the scheme community facilities. The precise nature of the facilities are subject to on-going discussions and consultation but it is envisaged these will comprise a multi-use games area, a large meeting room for group activities and events, a small meeting room and an IT suite. The revised master plan accommodated these new facilities located within the existing housing estate lands. By relocating these to the Hammond Close site the housing estate land released could accommodate a further 56 residential units and associated car parking and which would as a consequence enhance the business plan viability and enable Home to attract an appropriate developer partner. It is important for the success of the Dollis Valley regeneration proposals, and for the possible making of a compulsory purchase order, that the scheme is financially viable.

BARNET SOUTH COMMUNITY ASSOCIATION

9.7 The Hammond Close site comprises a single storey main building with various extensions, a portacabin style building with enclosed external play area, a storage container and car park. The Barnet South Community Association’s use of the front part of the site (approximately 0.1 hectares/0.247 acres) started in 1958 when the first lease was granted to the trustees. Over the years the Association was given permission to erect extensions to the main building, including a bar and beer store. The bar was extended and now includes a large seating/bar games area.

9.8 In 1993 a new lease was granted to the Association for a term of 15 years from March 1991 on the financial terms set out in the exempt report. This lease included the whole of the site and permitted the annual sub-letting of the portacabin building and play area to the Valley Playgroup. The current rental received from the Association is set out in the exempt report.

9.9 The lease to the Association expired in March 2006 and the organisation and its sub-lessees are holding over under the terms of the 1993 lease.

COUNCIL OPTIONS

9.10 The Council could serve a notice under Section 25 of the Landlord and Tenant Act 1954, terminating the current tenancy and seek to negotiate a new lease with the Association which is either for a fixed term or which includes a break clause operative at any time. Such negotiations would have to include any sub-lessees. There is no certainty that such negotiations would prove successful. It should be noted that if served with a Section 25 notice the Association may make application to the court for the grant of a new tenancy. Alternatively, if the Council does not serve a Section 25 notice, the Association could at anytime to serve a notice on the Council under Section 26 of the Landlord and Tenant Act 1954 requiring the grant of a new tenancy. In both instances the result could be the grant to the Association of a new tenancy for a term up to 15 years. The service by the Association on the Council of a Section 26 notice would not, however, prevent the Council from applying for the grant of a Section 57 certificate.

9.11 The Council could seek to include the premises in any compulsory purchase order which it may make for the Dollis Valley regeneration scheme. The problem with this option is that the Council has not made a resolution to make such an order and if it does it will be some time before such an order is confirmed, if at all.

9.12 If it obtains a Section 57 certificate from the Secretary of State the Council can grant the Association a short, fixed term lease of the premises and have certainty that it can obtain possession of the site when needed for the regeneration scheme. This procedure does not affect any compensation rights which the lessees have under the Landlord and Tenant Act 1954.

9.13 Section 57 of the Landlord and Tenant Act 1954 enables local authorities to make their land and premises available for use without fettering any legitimate alternative purposes for which the authority may eventually require the lands. In this regard, it is currently anticipated that the Hammond Close land will be required for the Dollis Valley regeneration scheme in the latter part of 2011 and therefore it is recommended that an application be made to the Secretary of State for the grant of a certificate under Section 57 of the Landlord and Tenant Act 1954 that the use or occupation of the premises be changed by 29 September 2011.


10.1 None. Legal: SS Chief Finance Officer: CM

PLAN No. 1 Site of Barnet South Community Association, Mays Lane (for identification purposes only)

96

187

9290

Hall

30

31

1526

160

84

HAR

DY CLO

SE

88.4m

HAMM

OND

CLO

SE

23

57

14

177

82

68

41

3632

169

70

27

EAST

HAM C

LOS

E

3

HAMMOND CLOSE

165

68

12

58

912

5

62

Nursery School

Barnet Hill

153

89.0m

60

143

54 BM 91.24m

Primary Sch

Barnet Hill

Barnet Hill School

Barnet South� Community Assoc

Not to scale © Crown Copyright. All rights reserved. London Borough of Barnet. Licence No 100017674 2006


Meeting


Date

28 November 2006

Subject

Grahame Park Area Regeneration Project – (i) Advanced transfer of Phase 1A land and (ii) issues arising from the Section 106 Agreement

Report of The Leader and Cabinet Member for Resources Cabinet Member for Regeneration and Development

Summary

To approve (i) the advanced transfer of Council owned land within Phase 1A; and (ii) cost and property issues and maintenance responsibilities arising from the implementation of the Section 106 Agreement.


Dave Stephens, Strategic Property Advisor


Public

Wards affected

Colindale and Burnt Oak

Enclosures

Appendix A – indicative plan of Phase 1A lands and Council lands Appendix B - schedule of open spaces maintenance payments

For decision by

The Committee

Function of

Executive


N/A

Contact for further information: David Stephens, Strategic Property Advisor – 020 8359 7353

1 RECOMMENDATIONS

1.1 That approval be given to the following:

i. The early transfer to Choices for Grahame Park of the Council’s freehold interest in the Phase 1A lands (as shown approximately by black edging on the plan attached to the report) upon the basis set out in paragraph 9.4 of this report;

ii. The appointment of consultant valuers in accordance with the

Contract Procedure Rules to provide a valuation of the land to be transferred for the purposes of an application to the Secretary of State to transfer the Phase 1A land at nil value;

iii. To approve the negotiated basis for the reprovision of certain of the

community facilities as set out in paragraphs 9.9 and 9.10 of this report;

iv. To accept the freehold transfer of the open space lands referred to in

paragraph 9.12 of this report once the open space works have been completed in accordance with the Principal Development Agreement provisions and with the Council being responsible for the annual maintenance thereafter;

v. To enter into an agreement with the Primary Care Trust to surrender

its lease of the existing health centre simultaneously with the Primary Care Trust entering into an Agreement for Lease with Choices for Grahame Park in respect of the proposed new health centre;

vi. To confirm that the Citizens Advice Bureau’s occupation of part of

the new community centre should be upon normal commercial lease terms;

1.2 That the appropriate Chief Officers be instructed to take the necessary

actions to implement the above.


2.1 Cabinet – 3 April 2006, Decision Item 7 – Approval to detailed Heads of terms for the PDA with Choices for Grahame Park.

2.2 Cabinet on 24 July 2006 agreed the following: i. That the Council to enter into a Principal Development Agreement with

Choices for Grahame Park Limited (or subject to the approval of the Deputy Chief Executive in consultation with the Lead Member for Regeneration and Development an alternative company within the Genesis Housing Group) and PCHA for the regeneration and redevelopment of the Grahame Park area and

the legal Department be instructed to complete the necessary documents with the final form of documentation being approved by the Borough Solicitor;

ii. That, conditional upon the prior completion by the parties of a CPO Indemnity Agreement, it be resolved that a Compulsory Purchase Order be made for all interests in the area of the Estate that comprises stage A of the regeneration that are not currently owned by the Council;

iii. That, subject to the prior grant of the planning permission for the regeneration, the appropriate Chief Officers be authorised to (1) advertise the Council’s intention of appropriating open space lands to planning purposes pursuant to Section 122 of the Local Government Act 1972 and to report the representations received to a future meeting of the Cabinet Resources Committee; and 2) to appropriate to planning purposes the housing and highway land;

iv. That an application to the Secretary of State for his consent to the

redevelopment and regeneration of Grahame Park under Part V of Schedule 2 of the Housing Act 1985 be made, to include approval to use ground 10A (Schedule 2 Housing Act 1988) to obtain possession of Council dwellings in Grahame Park;

v. That an application to the Secretary of State for his consent to the Council

providing financial assistance under Sections 24 and 25 of the Local Government Act 1988 be authorised;

vi. That, subject to any necessary consent from the Secretary of State, approval be given to the sale of retained council houses to existing home-owners whose properties are due for demolition within the Grahame Park estate, and to the corresponding acquisition of their current homes.

vii. That the Head of Housing be authorised to approve the service of Initial and Final Demolition Notices as required within the programme for delivery of the regeneration project, pursuant to schedule 9 and section 182 of the 2004 Housing Act to suspend the right to buy on properties due for demolition on the Grahame Park estate.

3 CORPORATE PRIORITIES AND POLICY CONSIDERATIONS

3.1 Corporate Plan priorities includes:

- A successful Suburb – by regenerating the priority areas of Grahame Park, Stonegrove, West Hendon and Dollis Valley.


4.1 It is hoped that in regard to the land transfer, all the procedures set out in the report and required consents will be achieved to facilitate a transfer in February 2007. However, it is possible that there may be delays. Choices for Grahame Park and Council officers are keeping the Housing Corporation informed and will have discussion about any delays.

4.2 As there is a chance that the necessary consents and approvals may not be forthcoming or that the 3rd party acquisition date (as defined in paragraph 9.2 of this report) may never occur and therefore the development scheme may not proceed, the early transfer of the Council’s land will be subject to an Option for the Council to have the land re-transferred at nil cost if the scheme does not proceed by an agreed date. The re-transfer provisions will also apply if, for whatever reason, the Housing Corporation grant is not provided.

4.3 Notwithstanding the indexation of the build costs of the replacement community facilities to the Royal Institution of Chartered Surveyors Building Costs Information Service Index, it may be that the costs of new designed buildings will exceed the indexed sum. In such instances the Council will have the options of amending the design brief or agreeing to make a capital payment to cover the short-fall. Such issue would be reported to a future meeting of this committee for decision.

5. EQUALITIES AND DIVERSITY ISSUES 5.1 The replacement community facilities will be designed to be fully compliant with

the provisions of the Disabilities Discrimination Act 1995 regarding access. 5.2 The PDA and the Section 106 Agreement will both provide that existing

community facilities buildings should not be demolished and the sites redeveloped until the new facilities have been provided. Thus, there will be continuity of service provision for all sectors of the community. It is anticipated that the re-provision of the community facilities will support the Council in meeting its public duty of promoting equality.

6. FINANCIAL, STAFFING, ICT AND PROPERTY IMPLICATIONS

6.1 Choices for Grahame Park will meet the Council’s costs incurred in dealing with the early transfer of the Phase 1A land and related matters as part of the business plan costs and in accordance with the provisions of the PDA.

6.2 In addition to providing the replacement community facilities referred to in paragraph 9.4 to occupational finish standard, Choices for Grahame Park will also be making payments to the Council of:

i. £100,000 single payment (index linked) for the fitting out of the new library; and ii. £30,000 single payment (index linked) towards the costs of moving to the new facilities.

6.3 The Section 106 Agreement provides that if any of the payments made (including those referred to in 6.2 above and the open space maintenance sums) are not spent within 10 years of receipt then:

a. if there is a short-fall between any sum paid and the actual expenditure incurred by the Council then the surplus from other sums can, within a further five years, be used to off-set that short-fall; otherwise

b. any balances shall be returned to Choices for Grahame Park with interest.

The Council is required to keep a running account of its spending of the payments received.

6.4 In regard to the specific issues in this report, there are no staffing or ICT implications.

7. LEGAL ISSUES 7.1 As referred to in the report. 8. CONSTITUTIONAL POWERS 8.1 Constitution – Part 3 Responsibility for Functions – Section 3.6 Functions


9. BACKGROUND INFORMATION ADVANCED TRANSFER OF LAND 9.1 As shown by hatching and black edging on the attached plan, the Phase 1A site

includes land owned by the Council (principally part of Grahame Park Open Space but with some highway land), lands owned by the Home Group (previously Warden Housing Association) and a private company and land and buildings owned by Notting Hill Housing Trust.

9.2 The Principal Development Agreement (PDA), which is still in draft form but nearly agreed, currently provides that the Agreement does not become unconditional in respect of Phase 1A until the last of the following events occurs:

i. The 3rd party interest acquisition date – being the date by which the Council or Choices for Grahame Park (CfGP) have acquired all outstanding property interests;

ii. Any necessary consents of the Secretary of State have been obtained;

iii. Any necessary Highway Orders have been obtained;

iv. The Council has appropriated the lands within its ownership to planning purposes;

v. The grant of outline planning permission; and

vi. Confirmation of grant by the Housing Corporation.

The above are intended to give assurance to all parties that all consents and other matters will be in place before Phase 1A commences and that once it commences there is no reason why it should not proceed to completion.

9.3 The Housing Corporation has offered a grant of £12.5m for the Phase 1A development. This offer is time limited and it expects CfGP to take up the grant by February 2007. To take up the Housing Corporation grant CfGP needs to acquire a significant part of the land. Whilst CfGP has been in negotiation with the other land owners, terms for the acquisition of the various interests have not yet been agreed. It may be that some of these property interests will have to be included in the proposed Compulsory Purchase Order. CfGP has therefore requested that the Council lands forming part of the Phase 1A site (shown approximately edged black on the attached plan) be transferred freehold by February 2007 so that the grant is not lost.

9.4 If this transfer is agreed, some of the conditions referred to in paragraph 9.2 above will have to be satisfied prior to transfer. It will not be possible to satisfy other conditions until after the transfer:

a. Because negotiations are on-going and it may be necessary to include the non-Council owned lands in a CPO, the 3rd party acquisition date will not occur until after the Council’s land has been transferred. As there is a chance that the 3rd party acquisition date may never occur and therefore the development scheme may not proceed, the early transfer of the Council’s land will be subject to an Option for the Council to have the land re-transferred at nil cost if the scheme does not proceed by an agreed date. The re-transfer provisions will also apply if, for whatever reason, the Housing Corporation grant is not provided.

b. The Planning and Environment Committee on 8 September 2004 resolved to grant planning permission for the regeneration scheme subject to the prior completion of a Section 106 Agreement. The draft Section 106 is still being negotiated but it is expected to be completed and signed before the end of December. Once this occurs, the outline planning permission can be granted. Once planning permission has been granted the Council can appropriate its lands to planning purposes – in respect of the Open Space land this is subject to the Council complying with the requirements of Section 122 of the Local Government Act 1972 and, at this stage, it is expected that a report will be presented to the January 2007 meeting of this committee upon the results of that process. The land must be appropriated prior to transfer otherwise CfGP cannot build on it.

c. The consent of the Secretary of State for Communities and Local Government is being sought to the transfer of land at nil value. If such consent is not forthcoming the land transfer cannot be implemented.

d. Highway Orders cannot be sought until CfGP has started to satisfy the planning permission reserved matters. This will take time and will not happen until after the land has been transferred. There will be further triggers in the land re-transfer Option Agreement if the Highway Orders are not obtained or planning permission reserved matters are not satisfied as, in the case of either or both, the development scheme could not proceed.

9.5 In order to secure the Housing Corporation grant for the regeneration scheme, it is recommended that the Council’s lands within Phase 1A be transferred to Choices for Grahame Park on the basis set out in paragraph 9.4 above subject to the safeguards referred to therein.

9.6 In order to obtain the Secretary of State’s approval of the land transfer at nil value, it will be necessary to have a valuation of the land. Donaldsons were previously advising the Council on various aspects of the regeneration proposals but that appointment ceased earlier this year. It will therefore be necessary to appoint new consultant valuers from the Council’s framework panel.

9.7 The area of land to be transferred includes part of the existing adventure playground forming the grounds to the Log Cabin. Choices will grant the Council licence to continue using this until the land is required for development. The Principal Development Agreement provides for the replacement of the Log Cabin and Adventure Playground as part of the Stage A development.

ISSUES FROM THE SECTION 106 AGREEMENT

9.8 It has previously been reported that the PDA allows for CfGP to provide replacements for the Log Cabin and adventure playground, library, children’s centre and Flightways day centre and that the latter three facilities will be held by the Council on long lease at a peppercorn rent. The Log Cabin and adventure playground will be re-provided on Council land and will therefore be held freehold.

9.9 The Section 106 Agreement sets the cost of provision of the new facilities at the estimated costs of construction, including fees, as at the 3rd quarter of 2004. It also provides that the sums will be index linked. There is no reference to the index to be applied. It has consequently been agreed that in respect of new buildings the index will be the Building Cost Information Survey Index produced by the Royal Institution of Chartered Surveyors and other sums will be linked to the Consumer Price Index. The detailed design of these new facilities forms part of the reserved matters to the outline planning permission. The reserved matters will be dealt with by CfGP phase by phase. To ensure that the new facilities are proper replacements of the current facilities it has been agreed that output specifications for each facility, produced by the Council, will be annexed to the PDA and the Section 106 Agreement. The parties will then agree a final definitive design brief based upon these output specifications.

9.10 CfGP needs to have certainty on figures for the purposes of the business plan. For this reason the Section 106 Agreement, and the PDA, provide that if the costs of the new buildings exceed the indexed costs because the Council (i) requires the building to be moved to a later stage; (ii) changes the agreed output specifications such that building costs are increased; or (iii) requests changes to the final definitive brief, then the Council will bear the extra building costs. None of these possible changes will occur unless reported to this committee for approval in the first instance.

9.11 The redevelopment scheme includes four areas of open space – the majority of the existing Grahame Park Open Space and three areas referred to by CfGP as the Circus (being an extension to Grahame Park Open Space) and the northern and southern parks. It is intended that, where not already owned by the Council,

the freehold of these lands will be transferred to the Council at nil cost and the Council will be responsible thereafter for the annual maintenance. The Section 106 Agreement provides for CfGP to pay the Council a sum of £80,014.80 per annum for 10 years towards the cost of maintaining these open spaces including play equipment, and the trees within the regeneration area. This figure is index linked. Because the open spaces will be provided within different phases and at different times it has been agreed with CfGP that the payments should be rescheduled to reflect the phasing set out in Appendix B. Each sum will only become payable if the relevant open space works are completed. Each of the sums will be payable over 10 years and the cumulative total will be £800,148 index linked.

9.12 The 106 Agreement requires CfGP to provide a replacement Health Centre if the existing facility is to be removed. Apart from setting an indexed cost limit on the new building, the Planning and Environment Committee did not include any other stipulations. The existing Health Centre is held on lease by the Primary Care Trust (PCT) from the Council for a term of 30 years from September 1998 at an annual rent subject to reviews. To avoid the risk of a ‘ransom’ situation arising, CfGP is to seek agreement from the PCT to enter into an Agreement for Lease for the new Health Centre when built. At the same time there will need to be an agreement between the PCT and the Council for the PCT to surrender its existing lease (without the payment of a premium or any compensation) upon the grant of the lease of the new facility by CfGP.

9.13 As part of the replacement community centre (which it is intended will be held on lease by a community trust), the Section 106 Agreement requires there to be space provided for the Citizens Advice Bureau (CAB). Currently the CAB occupies a shop unit on The Concourse. It holds this on lease from the Council at an annual rent and receives Council grant support. To avoid the CAB receiving a hidden subsidy and thereby being a burden on the business plan, it is recommended that it be agreed with CfGP that space within a new community centre should be provided for the CAB on normal commercial lease terms and that the CAB should continue to apply for grant support from the Council.


10.1 None Legal: RB Chief Finance Officer: CM

APPENDIX A

PLAN OF PHASE 1A LANDS – INDICATIVE ONLY

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2

13

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8 26 to 29

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4

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SW

9

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22 to 25

SW

SW The Conc ourse

SWSWSW13

SW18 to 21

Sloping Wall

Nimrod1 to 6 9 to28 Nimrod

NighthawkPlay ground3 to 30Nicolson

1 to 6 9 to 28Valia

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13 to

18

14 to 17

El Sub Sta

Nis bet

18 to 24

7 to

1217

to 20

Sta13 to 16

Sub NoelVic arageNoel1 to 16El26 to 32

9 1 to 16South Green

2 1 to 6

17

83

158 to

30

12

Church21 to

24 St Augustine's21

PARKLEA CLOSE

34 to 40

36

42 to 48

8

GREAT FIELD25 to

28

GREAT FIELD20 El Sub Sta31 1

2

19 18 1813 9

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8

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1

11 17

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NORTH ACREto 22

47 5 054

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1723 to 19

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2 J unior Mixed InfantsCourt55 Grahame ParkLeander

9

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to 3132 1 to 16

Sloping WallTCBs35 to 42 to 3443 to 5059 to 66

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ShelterSM SM

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Subway

West Walk

SM

SMHEY

WO

OD

Sloping W

all

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42 to 4546 to 49

AVEN

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38 to 41

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Sloping W

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Grahame Park

Slopi ng

Wal l

34 to 37

1

© Crown Copyright. All rights reserved. London Borough of Barnet. OS Licence No LA100017674 2006 NOT TO SCALE Hatching – Phase 1A site Edged Black – Council land in Phase 1A

APPENDIX B

CALCULATION OF S106 OPEN SPACE & PLAY AREA MAINTENANCE PAYMENTS ON PHASE BY

PHASE, ITEM BY ITEM BASIS STAGE A Phase 1a Grahame Park Open Space & Circus (end Phase 1a) Ponds 100% in Phase 1a £15,500 GPOS 35,746m2 x 58% in Phase 1a = 20,733 Circus 9506 all in Stage B Phase 1a 20,733 out of total 45,252m2 – i.e. 45.8% £31,917 x 45.8% £14,620 Phase 1b Southern Park (end Phase 1b) 4018m2 in Ph 1b out of total 6697m2 – i.e. 60% £8,386 x 60% £ 5,032 Trees (end Phase 1b) £8475 x 30% in Stage A £ 2,543 Play Areas (end Phase 1b) Phase 1b – 1 x LEAP (in Southern Park) Stage B - 1 x LEAP 1 x NEAP Phase 1b is equivalent of 25% of play areas in scheme £11,000 x 25% £ 2,750 STAGE B Phase 2 Grahame Park Open Space 11,513m2, 25.4% of total GPOS & Circus £ 8,117 Circus 8555m2, 19% of total GPOS & Circus £ 6,080 Play Area (in GPOS) 1 x NEAP = 50% of total £ 5,500 Phase 3 Northern Park 4776m2, 100% of total £ 4,736.40 Play Area (in Northern Park) 1 x LEAP, 25 % of total £ 2,750 Phase 4 Southern Park 2679m2, 40% of total £ 3,354.40

Trees x 35% £ 2,966 Phase 5 Grahame Park Open Space 3500m2, 7.7% of total £ 2,460 Circus 951m2, 2% of total £ 640 Phase 6 Trees x 35% £ 2,966 Annual payments will be on basis above per annum for 10 years after the practical completion of the final contract for the relevant phase.


Meeting ng Cabinet Resources Committee Cabinet Resources Committee Date Date 28 November 2006 28 November 2006 Subject Subject West Hendon Regeneration Project –

Compulsory Purchase Order West Hendon Regeneration Project – Compulsory Purchase Order

Report of Report of Cabinet Member for Regeneration and Development Cabinet Member for Regeneration and Development

Summary Summary This report seeks a resolution from the Committee to make a Compulsory Purchase Order in respect of the third party property and other proprietary interests in the West Hendon regeneration area and to approve the procedures to achieve implementation of the Order.

This report seeks a resolution from the Committee to make a Compulsory Purchase Order in respect of the third party property and other proprietary interests in the West Hendon regeneration area and to approve the procedures to achieve implementation of the Order.

Officer Contributors Anne Byrne, Project Director


Wards affected West Hendon

Enclosures Indicative plan of area of proposed Compulsory Purchase Order land.




Not applicable

Contact for further information: Anne Byrne

1. RECOMMENDATIONS 1.1 That subject to the prior grant of planning permission, the Committee: i. resolves to make a Compulsory Purchase Order for the acquisition of

all non-Council owned property and other proprietary interests in the West Hendon regeneration area as shown on the attached plan and that the appropriate Chief Officers be authorised to take all necessary action to secure the confirmation and implementation of the Compulsory Purchase Order; and

ii. the appropriate Chief Officers be authorised to (1) advertise the

Council’s intention of appropriating open space lands to planning purposes pursuant to Section 122 of the Local Government Act 1972 and to report further to a future meeting of the Cabinet Resources Committee if any representations are received and (2) to appropriate to planning purposes the housing and highway land shown on the attached plan prior to the disposal of such lands;

1.2 That the Head of Housing be authorised to approve the service of Initial

and Final Demolition Notices as required within the programme for delivery of the regeneration project, pursuant to schedule 9 and section 182 of the 2004 Housing Act to suspend the right to buy on properties due for demolition on the West Hendon and Ramsey Close estates.


2.1 Cabinet Decisions 30 August 2005 - item 5; West Hendon Area Regeneration

Project – Approval of the Principal Development Agreement 2.2 Cabinet Decisions 11 October 2005 – item 7; West Hendon Area

Regeneration Project – approval of the Principal Development Agreement – Comments from Cabinet Overview and Scrutiny Committee.

2.3 Cabinet Decisions 3 April 2006 – item 8; West Hendon Regeneration Project –

Approval to enter into the Principal Development Agreement. 2.4 Cabinet Decisions 24 July 2006 – item 5; – approval to some amendments to

the commercial terms of the Principal Development Agreement. 3. CORPORATE PRIORITIES AND POLICY CONSIDERATIONS 3.1 Corporate Plan priorities include:

A successful Suburb – by regenerating the priority areas of Grahame Park, Stonegrove, West Hendon and Dollis Valley.

4. RISK MANAGEMENT ISSUES 4.1 A Compulsory Purchase Order (CPO) is essential to enable satisfactory

completion of the project. Whilst it is hoped that all outstanding property interests can be acquired by negotiation, the project cannot proceed with the risk that negotiations may not prove successful in all cases and the scheme be brought to a halt. To avoid this potential risk to the financial viability of the scheme and its satisfactory delivery it is necessary to seek the approval of a CPO at the outset. If the order is not confirmed, or is significantly amended the project would be undeliverable or only marginally deliverable and the PDA would not become operational. The project is due to start on site in 2008 and it is planned that all existing residents will have moved to new homes within 5 years of that date. Consultation has taken place with the DCLG, a consultancy team is in place and negotiations to acquire by agreement have already begun with leaseholders and freeholders in the area. If the CPO fails a revised scheme and planning application would be considered.

4.2 Once the CPO has been made, projected to be a few weeks after the

resolution, the Council will be exposed to potential Blight Claims form owners of properties included in the CPO. An indemnity agreement has been entered into with Metropolitan West Hendon (MWH) whereby MWH indemnifies the Council against any payments made following a blight notice. Additionally, the CPO Indemnity Agreement provides for full reimbursement of Council costs in promoting and implementing the CPO, including professional fees incurred to date. MWH have already been invoiced for the costs incurred to date and will pay all future costs within 10 working days of receiving an invoice from the Council.

4.3 There is a small risk that other necessary consents could be refused.

Discussions with the DCLG and Government Office for London are ongoing. Land will not be disposed of until all necessary consents are in place. If necessary the scheme would be revised and new consents sought.

4.4 The CPO, when confirmed, has a limited life of up to six years. A delay to the

scheme may mean that a further CPO may be required to deal with later phases of the scheme. Progress on the scheme will be closely monitored and if any further action is required it will be taken at the appropriate time.

4.4 A continuing risk to the viability of the project is the possibility that more of the

secure tenants will exercise the Right to Buy. This leads to increased acquisition costs and could result in a delay to overall programme which ultimately could threaten the financial viability of the project. It is proposed that Demolition Notices, which were introduced in the Housing Act 2004, be served to suspend the Right to Buy in the first stages of the development programme.

5. EQUALITIES AND DIVERSITY IMPLICATIONS 5.1 The regeneration proposals will result in a mixed tenure development and will

provide new homes to Decent Homes standards for those secure tenants who currently live on the West Hendon estate. A proportion of homes will be built

to Lifetime Homes standards which means that, if necessary, they can be adapted to meet the changing needs of residents who may at some stage in the future have mobility problems or become disabled.

5.2 In promoting the CPO the Council will put in place a communications plan to

ensure that affected leaseholders and freeholders are made aware of how the CPO will affect them. This will involve, where appropriate, the use of

translation and interpretation services as well as one to one meetings for those people who will have difficulty in understanding the CPO process.

5.3 The new development will include Shared Equity homes which will enable

those residents on lower incomes to remain living within the new development even if the equity realised on their existing home does not allow them to buy a new property outright.

6. FINANCIAL, STAFFING, ICT AND PROPERTY IMPLICATIONS Financial Implications 6.1 On the 11 August 2006, the Council entered into a CPO indemnity agreement

with MWH. Under the terms of the agreement MWH are required to cover all of the Council’s costs in relation to the making and implementation of the CPO. These costs include the purchase price or any compensation for any landed interest which the Council has to acquire either pursuant to the compulsory purchase order or in consequence of the service of valid blight notices, including all payments made pursuant to the Compulsory Purchase Act 1965 and the Land Compensation Acts 1961 and 1973; any statutory interest payable and the Council’s reasonable and proper internal and external costs including legal and surveying and other professional costs covered by the indemnity agreement .

6.2 All compulsorily acquired interests will be transferred to the developer

partners for the purposes of the regeneration scheme, enabling them to override encumbrances. Any such interests transferred in advance of a development phase will be the subject of an option agreement enabling the Council to re-acquire the property for regeneration purposes if the development agreement with MWH should be terminated in any of the circumstances referred to in that agreement.

6.3 Consultants will be assisting the Council with the preparation, making and

progressing of the compulsory purchase order. Work carried out internally will be done within existing staffing resources. There are no ICT issues.

7. LEGAL ISSUES 7.1 The Council has the power to dispose of land held for housing purposes

under Section 32 of the Housing Act 1985 further the Council has the power to dispose of land which is not held for housing purposes under Section 123 of the Local Government Act 1972.

7.2 The Council has the power through various enactments, including most recently the Planning and Compulsory Purchase Act 2004 to make a Compulsory Purchase Order and to apply to the Secretary of State for confirmation of that order.

7.3 Section 226 (1) (a) of the Town and Country Planning Act 1990, as amended

by the Town and Country Planning Act 2004, provides that a local authority shall, on being authorised to do so by the Secretary of State, have power to acquire compulsorily any land in their area if they are satisfied that the acquisition will facilitate the carrying out of development, redevelopment or improvement on or in relation to the land. However the power must not be exercised unless the authority thinks that the development etc. is likely to contribute to the achievement of the promotion or improvement of the economic, social or environmental well-being of their area.

Compulsory purchase will enable regeneration to take place in accordance with an agreed programme and will provide certainty for site assembly and the implementation of the scheme – thus enabling the Council’s objectives to be achieved in respect of the land the subject of the CPO. It is considered that there is a compelling case in the public interest for the use of compulsory purchase powers. The resource implications of the proposal have also been considered and the Council is satisfied that the necessary resources are available to achieve the regeneration of the land the subject of the CPO within the proposed timescale.

Consideration has been given to the provisions of the Human Rights Act 1998 including Article 8 (respect for private and family life and home) and Article 1 of the First Protocol (right to peaceful enjoyment of possessions). A decision to make a compulsory purchase order must strike a fair balance between the public interest in the regeneration of the land and interference with private rights. Bearing in mind the provisions for compensation to be payable and the compelling case in the public interest for the acquisition of the interest, it is considered that the interference with private property rights is proportionate and strikes a fair balance between the public interest and the interests of objectors in compliance with the requirements of Article 1 of the First Protocol.

8. CONSTITUTIONAL POWERS 8.1 Constitution – Council Procedure Rules – Financial Standing Orders & Rules

for Disposal of Land and Real Property. 8.2 Constitution – Part 3 - Responsibility for Functions – Section 3.6 Functions

delegated to the Cabinet Resources Committee – All matters relating to land and buildings owned, rented or proposed to be acquired or disposed of by the Council.

9 BACKGROUND INFORMATION 9.1 The West Hendon Regeneration area includes the West Hendon housing

estate and Ramsey Close and properties along the Broadway. In July 2005, Planning and Environment Committee resolved to approve the demolition of all existing buildings in Rosemead, Warner Close, Tyrell Way, Marsh Drive,

Marriotts Close and Ramsey Close, nos. 177 – 281 and 234-236 West Hendon Broadway; Deerfield Social Club on Station Road; Lakeview Children and Family Centre and the Youth Sailing Base. The Committee resolved to approve the redevelopment of the site with a maximum of 2171 units comprising up 1491 homes for sale, 548 social rented homes and 132 intermediate homes, approximately 10,000m² of non-residential buildings including a new local supermarket and a Primary Care Trust facility, re-provision of community buildings, the re-provision of York Park, improvements to the strategic road network and the enhancement of the Welsh Harp site of special scientific interest. The resolution was conditional upon MWH entering into a Section 106 Agreement. The terms of the Section 106 are agreed and MWH is addressing an issue with the PCT prior to signing the document. It is expected that the documentation will be completed within the next four weeks.

9.2 The Principal Development Agreement for the regeneration scheme has been

signed, although it remains conditional upon certain events and tasks – one being the grant of planning permission and another being the confirmation of a compulsory purchase order. In deciding to use CPO powers it is necessary for the Council to demonstrate that there is a compelling case in the public interest for any such acquisitions. It must be demonstrated that the acquisition of the properties subject to the proposed CPO will contribute to the achievement of the promotion or improvement of the economic, social and environmental well-being of the area.

9.3 Although the aim is for MWH to acquire all properties by negotiation and

agreement at the due time within the overall programme, it is not certain that the acquisition of all interests can be achieved by negotiation or in accordance with the programme. If the scheme is to have certainty of success it will be necessary for the Council to make use of compulsory purchase powers, thereby providing certainty of site assembly in the event that negotiated agreement cannot be otherwise achieved with any owners of landed interests. It is intended that if a compulsory purchase order is made and confirmed, it will only be used as a last resort.

9.4 Even though there is a proposal to use Demolition Notices, there is a possibility

that tenants with secure tenancies in Council owned stock could exercise the Right to Buy after the CPO has been made. By including all buildings proposed for demolition in the CPO secure tenanted homes will be covered by the CPO.

9.5 As reported to Members 3 April 2006, an issue arose on West Hendon relating

to the provision of an electricity primary sub-station. EDF Energy, the company responsible for supplying electricity in this area, increased their requirements and specifications for the primary sub-station which meant that the site originally identified, was no longer suitable. MWH, working with EDF, have spent some time exploring alternative sites and have now identified a potential site for a primary sub-station on the Garrick Road Industrial estate. MWH has assessed the cost of acquiring the site and providing the new sub-station and is of the opinion that this can be contained within the business plan.

9.6 An adequate electricity supply to the new development is essential. Advice

given to the Council and MWH is that they should be able to demonstrate at any compulsory purchase order public inquiry that the proposed redevelopment

scheme is both financially and practically achievable. To ensure certainty of future electricity supplies it is necessary to include the Garrick Road site in the compulsory purchase order. This site is shown on the attached plan.

9.7 On 11 August 2006, the Council entered into a CPO Indemnity Agreement with

MWH. Once the CPO has been made, the Council may become exposed to significant financial risks through being served with blight notices. The CPO Indemnity agreement indemnifies the Council against any costs properly incurred in promoting the CPO.

9.8 MWH have put in place a shared equity scheme to enable some of those

residents who will be displaced from their homes to remain living within the new development. The value of the new homes is likely to exceed the value of the existing homes. Owner-occupiers who have purchased their homes prior to 1 September 2003 will be able to purchase a new home on a shared equity basis and remain living in West Hendon.

9.9 The proposed compulsory purchase order will include land already owned by

the Council other than where it is necessary to acquire leasehold interests – although the interests of the Council itself will not be included. One of the larger areas of Council owned land is York Park, an area of public open space. There are also other smaller areas of Council land that have been used as open space. In order to enable rights over the land to be overridden – thus enabling the redevelopment to proceed unheeded – it will be necessary, before transferring the freehold to MWH, to appropriate the lands from open space use to planning purposes. Any persons with interests or rights in the land and which are extinguished by such action may be entitled to the payment of compensation – such payments are covered by the CPO indemnity agreement.

9.10 Pursuant to Section 122 of the Local Government Act 1972, before

appropriating open space land to other purposes the Council must first advertise its intention for two consecutive weeks in a local paper and the Council must give proper consideration to any representations received. It is recommended that the Council pursues the Section 122 route in respect the open space lands at West Hendon.

10. LIST OF BACKGROUND PAPERS 10.1 None. Legal: RAB CFO: CM