Business plan for the Norwich City Council and

Business plan for the Norwich City Council and Homes and Communities Agency strategic partnership Third revision April 2013 to March 2014

Maxine is someone who has benefited from, and contributed to, the Building Futures for Norwich scheme. Through Building Futures, she found work as a tenant liaison and administration officer with construction company ISG Jackson, which was incredibly rewarding. She would recommend the scheme to anyone, especially if they’re keen to try new things, describing it as being “an excellent springboard” into a new career. As a result of this experience gained, Maxine now has a new permanent job in the community.

Page 2 Strategic partnership – third revision

Foreword The strategic partnership between the Homes and Communities Agency (HCA) and Norwich City Council (NCC) has made considerable progress on major projects since it was established. We saw the completion of 108 new homes on garage sites which, as well as benefitting families in need of somewhere to live, has also provided training and jobs for local people who were keen to find work in construction through our partnership with Construction Training Specialists (CTS). In respect of the Bowthorpe Three Score site, major progress has been made. The council submitted a new outline planning application. This was for up to 1,000 new homes plus a spine road, associated infrastructure, a care facility, open space and a local centre including at least one shop. It is anticipated that a decision will be made this year which will take us a step towards new homes being built. The partnership also agreed to work with NorseCare, NPS and Norfolk County Council to develop a proposal for a 92-bed housing with care and dementia care facility. The city council also agreed to make land available at the Three Score site for this facility and an application for funding under the new Care and Support Fund was submitted to the HCA.

The partnership has continued to work on the technical aspects of the Three Sore development. This work includes commissioning a fully-costed infrastructure strategy; initial advice about the removal of the major overhead lines crossing the site and research into future phasing of the site. Beyond the Bowthorpe project, work progressed on the South City Centre Vision and Investment Plan, involving a significant amount of public engagement so that local people could have their say about the future of this part of the city. The final report is due in 2013/14. We are confident that the partnership will continue to mature and develop this year and we will continue to show what can be achieved through partnership working.

Terry Fuller HCA

Brenda Arthur Norwich City Council

Strategic partnership – third revision Page 3

Business plan for the Norwich City Council and Homes and Communities Agency Strategic Partnership April 2012 to March 2013 Contents 1 Overview

4

2

Partnership vision

4

3

Strategic objectives

5

4

Quality standards

5

5

Performance management

5

6

Risk management

6

7

Partnership governance

6

8

Cost control and reporting

6



i) Implementation board

7



ii) Project team/s

7

9

Procurement of goods, works, services or equipment

7

10 Budget and expenditure in 2012/13

7

11 Progress in 2012/13

9

12 Priorities for April 2013 to March 2014

16

The three main priorities for the coming year

16

13 Project director role

18

14 Bowthorpe

18

15 Budget for 2013-14

19

16 Communications plan and activities

21

17 Further development of the partnership

22

18 Further funding

22

Appendix 1 – Governance structure – April 2013

23

Appendix 2 – Project outputs, outcomes, milestones etc

24

Appendix 3 – Risk register

26

Page 4 Strategic partnership – third revision

1 Overview

2 Partnership vision

In September 2009, Norwich City Council (NCC) and the Homes and Communities Agency (HCA) entered into a collaboration and investment agreement (CIA), which established the Norwich and HCA strategic partnership (NAHCASP). The CIA sets out the formal legal basis for the partnership and the objectives that would be achieved over its 10 year life. The original business plan forms part of the CIA and sets out the short-term outputs and outcomes that were to be achieved. The CIA requires the business plan to be updated at least annually and that any variation to the business plan requires the prior consent of NAHCASP strategic board.

The partnership’s vision and overarching objective is to deliver and strengthen sustainable communities through innovative approaches to joint working.

This is the fourth revision of the original business plan and is to cover the financial year 2013/14. Previous business plans have a covered a period of one year, however due to the stage reached with development projects, some medium term planning is now required, so this plan looks in detail at 2013/14 but also looks forward over the whole of the next three years. The NAHCASP is based on the combination of assets from NCC and investment from the HCA. It is intended to create a selfperpetuating finance arrangement, through the reinvestment of the proceeds from development in future projects, which meet agreed objectives. This business plan commits expenditure for 2013/14 and sets out how this committed HCA investment will be monitored and controlled, to ensure outcomes are achieved; how projects for future investment will be developed; and decisions on future funding allocations will be made.

The partnership will develop the assets (including those identified initially and any others ring-fenced for partnership investment in the future) in order to satisfy the objectives listed below and ultimately deliver the outcomes determined by the NAHCASP strategic board.

3 Strategic objectives The strategic objectives for the partnership are to: • accelerate the delivery of affordable homes • increase the supply of private homes • improve the quality of existing homes • maximise the opportunities for local employment • deliver early outputs • create sustainable communities • deliver strategic regeneration projects within Norwich such as eco retrofit programme or estate renewal.

4 Quality standards All affordable housing developments will be delivered to the HCA design standards (as currently in force) as a minimum requirement, or other such standards as agreed by the strategic board. In respect of Bowthorpe, which will continue to be sold and developed in phases, the partnership will ensure the development is constructed to the standards agreed by the strategic board.

Strategic partnership – third revision Page 5

5 Performance management

8 Cost control and reporting

The performance of projects is managed at a number of levels.

Any expenditure on projects will require approval from the strategic board. The strategic board may agree expenditure delegation levels for the implementation board, which will be set out in a separate delegation schedule for the implementation board.

•P  roject briefs, which set out the outputs and outcomes to be achieved at a project level, are approved by the strategic board. •A  ll projects are managed in accordance with the city council’s agreed project management framework. •M  onthly highlight reports are considered in detail by the implementation board in order to monitor progress against agreed project milestones. •P  erformance is monitored on a quarterly basis by the strategic board.

6 Risk management Individual project risk and issues registers are maintained by the individual project managers. An overall partnership risk register and issues log is maintained and this is attached as appendix three. Risks are reported to the implementation board and strategic board on a regular basis so that appropriate steps can be taken to manage and mitigate these. Key risks at this stage relate to the development of the Bowthorpe Three Score site. • S ecuring a commitment from UK power networks to underground the 132kv and other electricity lines crossing the site. • T iming providing infrastructure and undergrounding, upgrading and diverting services and utilities to serve the whole development linked to the delivery of the first phase of development and housing with care facility.

7 Partnership governance The partnership governance structure is established through the CIA and shown in appendix one. The strategic board and implementation board are now well established and effectively managing and overseeing the progress of the partnership and its activities. Page 6 Strategic partnership – third revision

In order to secure consent to any expenditure, a proposal should be prepared and submitted for approval. This should include the reason for expenditure, amount, and value for money, together with a recommendation. The following are the only ways in which expenditure can be committed on an agreed and identified project. i) Implementation board The implementation board will be responsible for committing all expenditure by the partnership provided it is within the parameters of the delegation levels agreed by the strategic board. ii) Project team/s The project team/s will not be allowed to commit any expenditure unless permission has been delegated by the implementation board. If this occurs, then the strategic board shall be notified of the level of delegation prior to the commitment being made. In any event, the implementation board may only delegate permission to a project team to the extent it is consistent with the permission delegated to it by the strategic board.

9 Procurement of goods, works, services or equipment The procurement of any goods, works, services or equipment by NCC in relation to joint venture activities shall be in accordance with clause seven of the collaboration and investment agreement. It should be noted that a public procurement threshold exists and if it is exceeded then the full Official Journal of the European Union (OJEU) process must be followed. The head of procurement at NCC or HCA should advise on this process. Use of the HCA panels may be made by the partnership in order to simplify the procurement process through use of mini tenders.

Delivery in 2012-13 10 Budget and expenditure in 2012/13 The following table shows the total allocation of funds for 2012/2013 along with the actual year-end expenditure. 2012/13 Expenditure NAHCASP budget

Allocations for 2012/13

Unallocated Actual spend to 03/2013 to 03/2013

Variance

Programme 317,733 121,705 196,028 114,748 6,957 management Strategic priorities 2,499,848 258,126 2,241,722 117,290 140,836 funding TOTAL

2,817,581 379,831 2,437,750 232,038 147,793

The following table shows a breakdown of allocations from the programme management budget together with year end expenditure. 2012/13 Programme management expenditure Allocations Actual spend for 2012/13 to 03/2013

Variance

Project director role

48,000

47,479

521

Project director contingency

3,000

(19)

3,019

Bowthorpe NPS Norwich

53,900

59,075

(5,175)

Bowthorpe community engagement advice

3,030

681

2,349

Bowthorpe transportation advice

11,775

7,532

4,243

Small housing sites

2,000

0

2,000

TOTAL

121,705

114,748

6,957

Strategic partnership – third revision Page 7

The following table shows a breakdown of allocations from the strategic priorities funding and the year-end expenditure. Strategic priorities funding

Allocations Actual spend for 2012/13 to 03/2013

Variance

South City Centre

139,000

45,851

93,149

St Annes Wharf Site Investigations

40,000

0

40,000

Pre-development enquiry Anglian Water

1,103

1,103

0

Interim funding Building futures in Norwich

38,878

30,000

8,878

Bowthorpe planning application – consultant fees

29,859

29,859

0

Bowthorpe landscape fees

4,286

4,284

2

Bowthorpe overhead lines commission

5,000

5,000

0

Memorial Gardens

0

1,193

(1,193)

TOTAL

258,126 117,290 140,836

11 Progress in 2012/13 The NAHCASP has made considerable progress over the last year. The partnership focused its attention on four main areas: a. the employment and skills supply side package b. the small housing sites c. the Bowthorpe Three Score development d. the south city centre vision and investment plan.

a. Employment and skills supply side package. The pilot ended in June 2012, when the small housing sites programme was due to be completed. Following this, an evaluation report was produced to highlight the lessons learned from the project. In addition, Construction Training Specialists (CTS) gave a presentation to the strategic board in September 2012, seeking support for the continuation for the project through interim funding as the first phase of development at Three Score had not come forward to the timescale originally envisaged. £38,878 was allocated as interim funding to sustain the project until other contracts came on stream. The project has been successful in securing new contracts via Norwich City Council and the partnership.

Page 8 Strategic partnership – third revision

b. Small housing sites. • Completing the 108 homes on garage sites. 108 homes were completed by the end of March 2013. The majority of sites were completed by September 2012, however one site (Bowers Avenue) was delayed due to the time involved in securing Anglian Water’s consent for a sewer diversion. Bates Green

Beecheno Road

Belvoir Street

Berners Street

Exeter Street

Friends Road

Horning Close

Jamieson Place

Strategic partnership – third revision Page 9

Lakenham Road

Peckover Road

Pelham Road

Pilling Park Road

Randle Green

Starling Road

Vale Green

• Investigating the feasibility of a pilot shared equity scheme. A project brief was approved by the strategic board in September 2012. Two pilot shared equity project were progressed at Wentworth Green and Dowling Road. Wentworth Green delivered six units and Dowling Road three.

Page 10 Strategic partnership – third revision

A review of the pilot has been undertaken which highlights the importance of assessing sites for shared equity housing on an individual basis to ensure they can be delivered at an affordable level. This will depend on values in different parts of the city.

c. Bowthorpe Three Score development The main elements of progress during the year were as follows. • Outline planning consent for the overall development. The outline planning application for 1,000 homes

• Surface water drainage design and costing. The design of the surface water drainage solution has been progressed further and costs of the scheme have been obtained. • Housing with care and dementia care facility. The partnership agreed to work with Norse Care, NPS and Norfolk County Council to develop a proposal for an 80 bed housing with care and 80 bed dementia care facility at Three Score. The city council agreed to offer part of the Three Score site to provide for this facility (at its cabinet meeting of January 2013) and an application for funding was submitted to HCA under the new Care and Support

was applied for in March 2013. This included the detail of the main road infrastructure to serve the whole development. This involved more work than originally envisaged to find a satisfactory sustainable drainage solution for the whole site. This was a major milestone as it now enables phase one to proceed.

Fund. The outcome should be known early 2013-14. • Overhead electricity lines and other utilities. A consultant was commissioned to provide initial advice about the removal of overhead lines crossing the Three Score site. His initial report has been completed which suggests that it is likely that negotiations with UK Power Networks will enable the overhead lines to be put underground. • Future phases. HCA produced an initial report identifying the next phase which should be brought forward for development at Three Score.

Strategic partnership – third revision Page 11

8

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47

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89

97

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168

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244

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148

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6

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33.2m

TRACK)

5,879m2 6

100

128 Playground

CYCLE

37.2m

132

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79

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El Sub Sta

106

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17

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35.4m

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86

87

88

85

98

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33

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94

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7

90

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47

7

97

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7

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HA EARL

20

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22 21

23

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2

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12 116 118

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99

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32

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11 9,928 12 10,722 13 6,692

Total 156,385m2

© Crown Copyright and database right 2011. Ordnance Survey 100019747.

REVISIONS No. Date

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92 90

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19 20

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River valley frontage 6,871m2

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108

110

66

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to

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12

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4,081

5,879

10 7,468

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52

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9,780

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65

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J ORDAN CLOSE 67

69 to 83 149 to 163

6 8

16

22

5,310

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4,081m2 20 Pa

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1

9,780m2

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14

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50 52

54 56

58 60

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18

4,650

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1

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6 8

165

173

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6

4

7,575

4 11,492

2

28

19

12

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4,883

17

5 10,619

15.5m

3

40

1

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2 8,471 3

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1

34

20

1

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62 64

66 68

70 72

74 76

94 96

5 7

2,009m2

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5

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22

23

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17

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5,310m2

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28

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25

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7,575m2

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114

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88

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10,722m2

6,692m2

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111 113

119

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196

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117

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105

109

115

182 184

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19 24

23

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22

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Lower lagoon area 11,313m2

Electricity Grid Trans former Station

Date

DWG. No.

Designed by

LH

Drawn By

LH

NEG. No.

Checked By

Jerry Massey Director of development and regeneration City Hall, Norwich, NR2 1NH tel 0344 980 3333 fax 01603 213548 [email protected]

d. South city centre vision and investment plan. David Lock Associates progressed work on the vision and investment plan. This included extensive public engagement in summer 2012 with an open design studio process and further consultation on initial proposals in the autumn. The process has worked well with a high level of engagement by the local community and strong buy-in for initial proposals.

Page 12 Strategic partnership – third revision

PDF created with pdfFactory trial version www.pdffactory.com

DE

17

20 19 18

17

STREET

19 16

29

W EN

10

32

12

15

12

103

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9

18

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13

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to 20

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16

to 23 21

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30

David Lock has completed its final report to the strategic board and this will enable the partnership to identify specific projects for future investment.

• St Anne’s wharf – as part of the work on the south city centre, it was agreed that the partnership, working with the site owners (Dunbar Bank Plc) should commission some archaeological and ground

investigations for the site. Following a meeting of its board, however, Dunbar has decided to procure any necessary works without the involvement of the partnership.

Mountergate West

Strategic partnership – third revision Page 13

Garden Street

Normandie Tower / Argyle Street

King Street / Wensum Bank study area

12 Priorities for April 2013 to March 2014

a) the Bowthorpe Three Score development

The three main priorities for the coming year.

The main elements to be taken forward are:

a) The Bowthorpe Three Score development – infrastructure and housing with care scheme. b) South city centre – delivery mechanisms for Mountergate West c) the employment and skills supply side package, Building Futures in Norwich – this will form an integral part of both these projects above. d) the partnership will, in addition, continue to identify opportunities for future partnership investment.

Infrastructure

Page 14 Strategic partnership – third revision

The most optimistic timetable is likely to be: • Discharging of pre-commencement conditions – Spring 2014 • Start constructing the road – Spring 2014 • Completion of road infrastructure – Early 2015

Surface water drainage and other infrastructure In order to be clear about the infrastructure requirements to serve the development, an infrastructure strategy was commissioned via the HCA Panel. This builds on work that has already been undertaken as part of the planning process such as the flood risk assessment which defined the way surface water from the site will be dealt with. It links in with work currently underway to secure the undergrounding of overhead power lines at Threescore.

Ecology The Partnership has also commissioned ecological surveys required for phase 1, the infrastructure and the drainage lagoon area so that there are no delays in implementing this work. In addition further work will be required to discharge planning conditions, such as archaeology and contamination.

Negotiations on removal of overhead lines and diversion of other utilities The work of the consultant to secure a binding agreement on the diversion and undergrounding of utilities infrastructure will continue. This is important to tie in with the timing of the construction of the road and implementation of the Housing with Care scheme below.

Housing with care and dementia care facility The partnership will continue to work with NPS, Norse Care and Norfolk County Council to develop proposals for a dementia care and housing with care facility. The outcome of the Care and Support fund bid was successful and a start on site needs to be achieved by end of March 2014 to meet the HCA timetable.

Future phases An initial report has been produced identifying land for future phases. The partnership will need to identify the most appropriate delivery mechanisms for future development and procure development partners to bring forward a second phase of housing. This could involve the council developing housing itself via a contractual arrangement. The tenure of the second phase will also need to be determined eg whether there will be an inclusion of some private rented accommodation to generate an income stream. A further report will be considered by the strategic board in December.

b) South city centre Delivery mechanisms for Mountergate West – The partnership contributed to funds for ground investigations for Mountergate West, following the identification of this site as a prime location for investment by the council/partnership. The partnership has agreed that there is no need for further partnership investment in this site.

c) The employment and skills supply side package, Building Futures in Norwich This project will be contractually linked with any construction contracts taken forward by the partnership. The project should be able to sustain itself without any further funding beyond the interim funding already committed.

d) Sites for future investment The partnership will continue to investigate options for future investment by the partnership.

Strategic partnership – third revision Page 15

13 Project director role Norwich City Council will continue to perform the project director role to March 2014 at a maximum cost to the Partnership of £7,500 (including support from the HCA project assistant and finance) with the Council bearing the remainder of the costs. The project director will also act as the overall project manager for the Bowthorpe project. The project assistant role will be filled via an appointment to an 18 month fixed term contract.

14 Bowthorpe HCA will provide the following technical resource to deliver the Bowthorpe project: •M  arketing and contract advice for phase 1 and future phases. • Procuring and delivery of infrastructure. In addition NPS will complete existing areas of work (within a budget of £18K) to deal with: •C  ompleting the s.106 agreement relating to the outline planning permission for the whole site. •C  ontracts for disposal of land for Housing with Care and the Dementia care facility. Associated valuation work including securing Secretary of States consent, if necessary.

• Renegotiating a grazing license on an adjacent site. • Dealing with a footpath diversion, needed before the main road infrastructure can be built. • Securing removal of unauthorised horses from the site – needed before construction can start on site.

Other staff time The following staff time for city council fee based staff, will also be funded from the programme management budget. (All other staff resources will be covered by the council). • £6,000 is allocated to provide transportation advice at Bowthorpe. This is a reduction from previous years as the bulk of transportation advice will now be via the planning process.

15 Budget for 2013-14 The tables below set out the proposed budget for 2013/2014. Individual project plans will provide a profile of the budgets on a quarterly basis to allow the strategic board to monitor expenditure. In addition, the strategic board may make further allocations during the course of 2013/14 for the unallocated part of the programme management budget and the remaining strategic priorities funding (formally referred to as Bowthorpe site funding). NAHCASP Allocations Unallocated budget for 2013-14

Strategic priorities funding

2,382,558

2,382,558

0

Programme management

202,985

87,750

115,235

TOTAL

2,585,543 2,470,308 115,235

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Strategic priorities budget

2,382,558

Bowthorpe infrastructure strategy and brief

16,730

Bowthorpe ecology and related advice

29,490

Bowthorpe overhead lines

47,500

Bowthorpe surface water drainage

9,859

South city centre vision and investment plan

46,761

Mountergate West investigations

25,000

Building Futures In Norwich

8,878

Second payment for overhead lines (2016/17)

47,500

TW payment

15,675

Bowthorpe infrastructure works

2,135,165

Total Committed 2,382,558 Unallocated 0

Programme management budget

202,985

Project director

18,750

Project director contingency

3,000

Bowthorpe programme management

30,000

Bowthorpe property advice

25,500

Bowthorpe transportation advice

7,500

Bowthorpe community engagement advice

500

South city centre project management

2,500

Total Committed 87,750 Unallocated 115,235 This table shows that the original £500,000 programme management budget, which was established in the original business plan in 2009 to cover the costs of project management relating to the original regeneration projects to be delivered by March 2011, has been drawn down very sparingly. The fund has continued to last for four years and there will still be a balance for 2014/15. By then, further funds will be available through the sale of land at Three Score to ‘top up’ this budget.

Looking ahead, funds need to be committed for the final payment of the consultant negotiating the removal of overhead lines (£47,500 for 2016/17) and have been included in the table above. The strategic board has agreed that a revolving fund be established to cover future programme and project management costs incurred by the partnership. This will be facilitated through receipts from disposal of land at Three Score and other sites.

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Strategic priorities funding – there is still a considerable sum £2,135,165 of funds that remain unallocated in 2013/14. The CIA required the strategic board to defer any decision on unallocated funds. The business plan proposes the following strategy for use of funds which are unallocated in the plan itself: • F irst priority – to use to pay for Three Score road and other infrastructure. The partnership may have to consider alternative funding to cover the full costs of infrastructure works. Other sources could include – bidding for Growing Places Funding from the New Anglia Local Enterprise Partnership, or borrowing via the council through the public works loan board.

16 Communications plan and activities The CIA requires a communications plan to be developed for the partnership. This was approved initially by the strategic board in November 2009. The document is a living document and is updated regularly to respond to changing circumstances and specific communications activities. The strategic board will approve any budgets for any future communications activity as required. A communications protocol has also been agreed which ensures that there is an agreed process (between HCA and NCC) for agreeing press releases and handling media enquiries. Community engagement will continue to be a vital part of the partnership work especially in relation to Bowthorpe as it moves forward to delivery.

Case studies and awards The HCA has developed a case study about the partnership for its website and its skills and knowledge directorate has developed a case study on the learning aspects of the partnership’s activity. There is a general presumption that the partnership welcomes showcasing activity where there is no cost to the partnership. Page 18 Strategic partnership – third revision

The partnership was shortlisted for the RTPI planning achievement award for the memorial gardens project. The partnership also featured in the submission to the Local Government Chronicle award for the ’most improved’ council award; for which the council was shortlisted, achieving second place and high commendation by the judges. The partnership will continue to promote its achievements through future awards.

17 Further development of the partnership The CIA allows for further sites to be brought into the partnership. It does not preclude further investment by the HCA, although none is specifically committed. It is important that the partnership has a process for bringing forward new sites and project ideas for consideration and develops emerging priorities to take advantage of future funding which will come through the partnership or direct from the HCA or other sources. This could include opportunities for shared expertise as well as spend on capital projects. The partnership will use the HCA ‘enabling’ support to provide expertise where appropriate. The following approach is proposed. • The implementation board considers any new sites or project ideas on a quarterly basis. • The implementation board makes an assessment of how the project idea meets the partnership objectives. • Any project ideas that have merit are reported to the strategic board as part of the project director’s report. • Any proposed amendments to the business plan to be reported for approval by the respective partners.

18 Further funding The partnership will continue to look for opportunities for further external funding and pursue relevant bids or agreements. The proposed City Deals arrangement (if negotiated successfully) may provide further opportunities for funding for the partnership.

Appendix one Governance structure – April 2013

Strategic board Brenda Arthur Alan Waters Mike Stonard Terry Fuller Akin Durowoju Steve Collins

Implementation board Gwyn Jones, chair Nick Lockley, (HCA) NCC finance, property, strategic housing, community engagement, communications

Project director Gwyn Jones

Employment and skills project team

Bowthorpe Three Score project team

Mountergate West project team

Project lead Sharon Quantrell

Project lead Project director

Project lead Tony Jones

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£8,878

£93,720 (£47,500overhead lines + £16,730 – infrastructure strategy and brief + £29,490 ecology)

a) Employment and skills

c) Bowthorpe Three Score

Project Budget allocation

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Commencement of ecological surveys on Lagoon A area – April 2013 HCA Care and Support Funding secured – July 2013 Commence procurement of infrastructure contractors – October 2013 Legally binding commitment agreed with UK power Networks re removal of overhead lines – December 2013

Construction of road infrastructure to serve whole development underway Construction of phase 1 dwellings commences Funding decision announced for proposals for HWC/Dementia care facility Tender process for develop partner underway

Discharging of pre-commencement conditions – Spring 2014

Commencement of tender process for developer partner – January 2014

Appointment of infrastructure contractor – January 2014

Outline planning permission secured – March 2013

Linked with Bowthorpe project

Key milestones 2013-14

Completion of surface water drainage system to serve whole development

Project becomes self sustaining

10 per cent new entrants employed on Bowthorpe site and other construction projects

Outputs/Outcomes for 2013-14 (£)

Appendix two Project outputs, outcomes, milestones etc

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d) Mountergate West

£25,000

Project Budget allocation

Procurement/delivery route agreed

Full planning permission for mixed use office and housing scheme for phase 2

Outputs/Outcomes for 2013-14 (£)

Complete ground investigations – Autumn 2013

Commence ground investigations – Summer 2013

Strategic Board allocates funds – June 2013

Completion of road infrastructure – early 2015

Commence first houses – Winter 2014

Approval of reserved matters – September 2014

Completion of construction of surface water drainage system for whole site – Autumn 2014

Appointment of developer partner – Summer 2014

Commence housing with care scheme – Spring 2014

Commence road infrastructure works – Spring 2014

Key milestones 2013-14

If you would like this information in another language or format such as large print, CD, audio cassette or Braille please call 0344 980 3333 or email [email protected] Produced by Norwich City Council – March 2014 www.norwich.gov.uk t: 0344 980 3333 e: [email protected] Strategic partnership – third revision Page 25

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