· Denver Windmill will be closing at the end of January making 13 local people redundant after current tenants Denver Mill Ltd's 18 month battle with their landlords, the Norfolk Historic Buildings Trust.

· At a mediation meeting organised by the Norfolk County Council on the 22 nd December the Trust's reactions were “If you are leaving then you are wasting our time talking to you” and “If you think you have a legal case against us then you must take us to court” brings back memories of the Billingford Windmill problems in 2003 when Linda Joslin became a victim of the same personalities.

· Lindsay, Mark and Paul Abel came to the Mill in June 08 to take on this failing business and after eighteen months of productive development and promotional work have delivered a successful turn-round in two areas of the enterprise. However income from training, leisure and milling has been reduced to practically zero and all development halted due to the condition of the site.

· Within a month of their tenancy, the problems were brought to the NHBT's attention but it took over a year for the first work to be started, with many of the compliance issues still unaddressed and unacknowledged.  With none of the work yet finished and most not started, the condition of the site continues to deteriorate. 

· Every cooperation has been offered by Denver Mill Ltd to help achieve the Landlord's covenants “To prepare an annual schedule of works for the forthcoming year in conjunction with the Tenant and co-operate to achieve minimum impact on their business operation” and “To act upon notification of any defects in the Premises with due haste and consideration for the Tenants business operation” however the Trust's response appears to have been to enter into a campaign of institutional bullying and non-cooperation rather than work to achieve a solution.

· ¾ million pounds of public funding went into the site for its launch in 2000 but by 2008 questionable standards of workmanship and materials associated with an apparent lack of maintenance had resulted in major problems.

· Issues range from dangerous neglect in the Windmill, severe damp in the cottages, water ingress in numerous areas of the site and compliance notices from Health & Safety Officers and Fire Service.

· Research suggested that the NHBT had been involved in a number of strikingly similar conflicts in the past so controlling organisations the Norfolk County Council and Campaign to Protect Rural England (Norfolk) were asked to intervene.

· Unless immediate action is taken to put this project back on course it is inevitable that this regional and national asset will be lost along with the unique opportunity of delivering a project that will make it sustainable for many decades to come.

Notes

Gifted to the County in 1969 and thereafter overseen by the Norfolk Windmills Trust, the Mill was sold to the Norfolk Historic Buildings Trust by the Norfolk County Council.

The NHBT Membership comprises exclusively Nominated Representatives of the Norfolk County Council and Campaign to Protect Rural England (Norfolk) and the unrestricted annual grant given by the NCC has been for £40,000 each year for the past few years. Company Returns suggest that without this grant the surprisingly high running costs of the Trust could not be met and there appears to be no accountability as to precisely how these payments are spent.

Disturbingly similar landlord / tenant conflicts involving the NHBT and other Norfolk heritage trusts have been previously brought the NCC's attention - particularly the problems at Billingford Windmill brought to the public forum in 2003 (EDP – we have copies).

Norfolk Historic Buildings Trust Objects:

To preserve for the benefit of the people of the County of Norfolk and of the nation at large, whatsoever of the historical, architectural and constructional heritage may exist in and around the County of Norfolk in the form of (a) buildings (including any building as defined in section 290 (l) of the Town and Country Planning Act 1971) of particular beauty or historical, architectural or constructional interest; (b) ancient monuments; and (c) land of particular beauty or historical interest.

CPRE (Norfolk) Mission Statement:

The Norfolk branch of the Campaign to Protect Rural England (CPRE Norfolk) exists to promote the beauty, tranquillity and diversity of rural Norfolk by encouraging the sustainable use of land and other natural resources in town and country .  As an independent voice for the landscape, we engage with local and regional planning systems to ensure that our views are heard by decision makers.  We campaign locally for positive solutions that will support the long-term future of Norfolk - one of England's most rural areas.

CPRE Norfolk monitors ‘the big picture' of how the land, coast, skies and communities of Norfolk are developing and engage with decision-makers on an ongoing basis.  Our team respond to a wide range of high level planning policy consultations every year and seek to protect the landscape and influence the shape of Norfolk in the years to come.  We press Norfolk MPs, councillors, planning departments and other decision makers to support the countryside, safeguard precious and protected areas of Norfolk , promote urban renewal, restrict development on greenfield sites, protect country lanes and preserve rural tranquillity.

Norfolk County Council Mission Statements:

Cultural Services:

Our mission is to champion and support the sector's unique contribution towards the cultural, educational, social and economic needs of the people and communities of Norfolk .

Museums and Archaeology Service:

Norfolk's museum collections and landscape heritage are for the inspiration, education and enjoyment of all. Norfolk Museums and Archaeology Service (NMAS) holds our common heritage in trust and makes it available to the widest possible audience .

Economic development:

To make a real impact on the Norfolk economy to encourage its businesses and help the people who live and work here to maximise their potential .

Denver Mill Ltd Objectives (from the Business Plan approved by the NHBT prior to signing of the lease):

To establish a sustainable business that will secure the future of the Mill as a heritage site whilst producing a realistic return for all staff, managers and directors.

The site cannot be run on a standard annual growth, profit maximising business model without compromising the integrity and long-term interests of the Mill, so rewards cannot be defined in only financial terms - for the site to be able to finance a management structure to deliver this business model its integrity would be lost, destroying all empathy with the previous 170 years.

Primary limitation is site size so visitor numbers must be regarded as the defining unit with an optimum above which visitor numbers become destructive to the site and business.

The success of the venue will be determined by the quality of service offered and it is therefore important to create a strong and valued staff team who are encouraged to regard themselves as an involved part of the business.

The heritage USP has limited income value but its complimentary worth to the site as a venue is immense.  Whilst Great Bircham Mill clearly radiates the passion of the Wagg family and John Lawn it is a showpiece, contrasted by the splendid agro-mechanical machine that is Denver.  With emphasis on making the site an active, working facility, the prospect of socialising, meeting, relaxing or learning in such a venue creates a truly unique selling point.

Links:

www.denvermill.co.uk / www.denverwindmill.co.uk

www.norfolkhistoricbuildingstrust.org.uk

www.cprenorfolk.org.uk

www.norfolk.org.uk

www.norfolkmills.co.uk/Windmills/denver-towermill.html

www.downhamweb.co.uk

www.west-norfolk.gov.uk

Denver Mill Ltd

Sluice Road

Denver

PE38 0EG

01366 384009