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Tintagel Parish Council – Vice Chairman’s Report -3rd February 2021

On the 2nd February 2021, the External Auditor’s Report was finally received by the Parish Council.

Despite the steady stream of vitriolic and erroneous statements, which have been published by a group of people, apparently intent on mischief, it has been clearly shown in the Auditor’s report that no Parish Council monies are or have been misappropriated/ misplaced or mis-accounted for.

To date, the 2019/20 Parish Council accounts have been audited four times, and each time have been deemed to accurately reflect the true financial situation of the Parish Council.

The conduct of those, who have sought to undermine this Parish Council and its Clerk, through innuendo and libellous statements, can also be deemed responsible for the costs which have been incurred by the Council, in pursuance of a truth – a truth which had been presented by the Responsible Finance Officer, at the date of submission of the original External Audit Document for 2019/20.

Sadly, the conduct and demands of a member of that group, and the consequent requirement to spend money in defence of spurious allegations and upon unnecessary auditing, has also deprived the Parishioners of Tintagel of the opportunities which could have been derived from positive, social investment of that money.

It is hoped that those, who have engaged in the behaviour outlined, will take this opportunity to reflect upon their conduct. Conduct that has caused hurt and distress and which, at all times was both unacceptable and reprehensible.

Cllr John Brookes.




Licensing Act6 2003 – Application for premises licence – The Tree of Life Cafe St Nectans Glen Trethevy Tintagel PL34 0BE

Please click on the link below to view the application.


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12 January 2021
The articles below have been drawn together by the policy and analytical community within the Council. Information is correct at the time of writing,
11 am on 11 January. This newsletter can also be found on our website.





  • As of 10 January, a total of 8,748 people in Cornwall and the Isles of Scilly have tested positive for Covid-19. A total of 199 people in Cornwall and the Isles of Scilly have sadly died within 28 days of a positive test for Covid-19. (Please note that fatality statistics are provided by Public Health England, and differ from those generated by the Office for National Statistics, which record all instances of Covid-19 being listed on the death certificate, even if there is no positive test result.)
  • As of 3 January, the most recent date for which figures are available, 1,296,432 people in the UK have been given the first dose of a Covid-19 vaccine.
  • 1,325 people in the UK died due to Covid-19 on Friday 9 January, the highest daily toll of UK Covid-19 deaths. More than 3 million people in the UK have now tested positive for the virus. A new “act like you’ve got it” Government advertising campaign has been launched, fronted by the Chief Medical Officer, to urge people to stay at home.
  • The Office for National Statistics estimates that over 1.1 million people in the community in England had Covid-19 during 27 December – 2 January, equivalent to 1 in 50 of the population. In London, the rate is likely to be 1 in 30 of the population.
  • The rate of hospital admissions in England for patients with Covid-19 increased to 27.8 per 100,000 people in the week ending 3 January, almost double the previous week’s rate of 14 per 100,000 people. In the week ending 25 December, deaths involving Covid-19 represented 24.6% of all deaths in England, compared to 22.5% in the previous week.
  • MPs voted to approve the new national Covid-19 lockdown restrictions by a 524-16 majority, on Wednesday 6 January. The measures have been authorised for 12 weeks.
  • The Health Secretary, Matt Hancock MP, has said that every UK adult will be offered a Covid-19 vaccine by autumn 2021. A third Covid-19 vaccine, Moderna, has been given emergency approval for use by the UK regulatory authority. The Government has ordered 7 million doses, but these are unlikely to arrive in the UK until spring.
  • 7 new mass vaccination hubs have been announced for England, including Bristol in the South West. There are due to begin operation this week. Community testing for asymptomatic people is to be rolled out to every local authority area in England, using rapid lateral flow tests.
  • The latest survey data from the Office for National Statistics shows that, between 22 December – 3 January, compliance with most measures to inhibit the spread of Covid-19 remained high. 90% of adults reported always or often washing their hands after returning home; 97% said they used a face covering and 89% avoided physical contact outside their home. 85% of people surveyed reported that they would be likely or highly likely to have a vaccine when available, compared to 78% during 10 – 13 December.
  • The Office of National Statistics surveyed people about their Christmas activities compared to their plans for the holidays, finding that 44% of respondents said they had formed an exclusive Christmas bubble on Christmas Day: 50% of respondents said they had planned to do so when asked between 10 – 13 December. 18% of those who replied to the survey said it was difficult or very difficult to follow Government rules over the holiday period – 48% of these respondents said that this was because they had already made plans for Christmas before the rules changed.
  • Trading Standards teams in some local authorities have warned that fraudsters are offering scam vaccine appointments by phone or via texts which are linked to a convincing-looking fake NHS website. Victims are encouraged to input their bank details. The Local Government Association has urged anyone contacted about a vaccine to remember that the NHS will never ask for payment or bank details; require you to send a text to confirm the booking; or ask you to press a button on your keypad when on the phone.





  • Confusion continues about whether local elections in May will go ahead, despite Covid-19 concerns. Some newspapers report that elections are likely to take place as planned, while others cite Cabinet Office contingency preparations for polls to take place in June, July or September instead. The County Councils Network has said that clarity is needed due to the scale of the challenge presented by Covid-19.





  • A Parliamentary committee has reportedly warned that rural areas could be without  fast broadband for years, given a “litany” of Government failures in its high-speed coverage programme. The Conservative manifesto commitment of gigabit broadband by 2025 was deemed “unachievable” by the Public Accounts Committee, with concerns that peripheral areas could be left behind. Cornish constituencies comprise 4 of the 10 areas in Britain with the slowest broadband, according to Ofcom.
  • The latest analysis from the Office for National Statistics shows that, between 30 November – 13 December, 84% of UK businesses were trading, up from 80% between the 16 – 29 November. Excluding businesses which have permanently ceased trading, 11% of the workforce were furloughed, a decrease from 16% between the 16 – 29 November.





  • Head teachers’ unions have warned that schools cannot meet demand for in-person places while reducing social mixing, with some schools reporting a 50% attendance rate. Government advice now states that parents and carers who are critical workers should keep their children at home if they can, although school places are still available if this is not possible.
  • The Children’s Commissioner for England, Anne Longfield, has said that existing catch-up programmes need to be “rocket boosted” in light of new school closures, and that a commission should be launched to consider how disadvantaged children will make up education time that has been lost. The Commissioner added that every school should have a mental health counsellor.





  • Cornwall Council has launched a nature recovery engagement hub. Whether it’s wildflowers for pollinators, more trees to fight climate change, more green spaces in our towns, or a habitat or species someone is passionate about – residents can submit their views to help shape our Nature Recovery Plan.
  • Awards to distilleries have been made from a £10 million Government fund to cut carbon emissions and support the creation of green jobs in the industry. The funding aims to enable carbon reductions equivalent to taking 200,000 cars off the road each year. Bennamann Ltd, in Cornwall, has been awarded over £46,000 to develop the use of fugitive methane as a fuel.



Equality and diversity


The Institute for Fiscal Studies has published a summary of research from the evidence-gathering phase of the Deaton Review of Inequalities. The report has found that:

  • Covid-19 has worsened inequalities between graduates and non-graduates, with a 17% reduction in non-graduates doing any hours of paid work in the 3rd quarter of 2020, compared with a 7% reduction for graduates – who are less likely to work in locked-down sectors.
  • Between March – July 2020, Covid-19 mortality rates were twice as high in the most deprived areas compared to the least deprived.
  • Students at private schools were twice as likely as those at state schools to have daily online lessons during lockdown.
  • The pandemic has had very different impacts on people of different ethnicities, with some black groups experiencing Covid-19 mortality rates that are twice as high as some white groups. Some ethnic groups have also experienced an uneven economic effect, as they are more likely to work in locked-down sectors.
  • Pensioners have reported becoming financially better off, on average, during 2020. Younger people have suffered the worst effects of income reduction and job losses.

A report by the Resolution Foundation has highlighted the unequal impact of the pandemic during the first lockdown:

  • 3% of 35- to 44-year olds in a household from the top third of income distribution lived in a damp home, compared to 9% of those from the bottom third.
  • Children in lower income households were more likely to experience overcrowded households, poor internet access and a lack of garden.
  • 16% of women reduced their work hours to care for children, compared to 9% of men. Mothers were also around 33% more likely than fathers to lose their jobs during the first lockdown. Among non-parents, job losses were balanced by gender.
  • 50% of people with savings of under £1,000 reported that they had to draw down on these during lockdown, compared to only 19% of people with savings in excess of £20,000.





  • The current ban on evictions will be extended until mid-February, amid reports that 70,000 households have been made homeless since the start of the pandemic. £10 million of additional funding has been announced for councils in England to help accommodate rough sleepers.



Consultations and campaigns


  • The Environment Agency seeks views on proposed new guidance for regulated facilities with an environmental permit to mechanically treat metal waste in shredders. Deadline 08 February 2021.
  • The Department for Business, Energy and Industrial Strategy and UK Export Finance are consulting on how to further enable an accelerated growth in UK clean energy exports. Deadline 08 February 2021.
  • The Department for Business, Energy and Industrial Strategy is seeking views on how mortgage lenders can help householders improve the energy performance of their homes. Deadline 12 February 2021.
  • The Department for Transport is seeking evidence from anyone with an interest in rural mobility and transport innovation, for their development of a rural strategy for the future of transport. Deadline 16 February 2021.




Find out more





Virtual Councillor Fair -press release

Please click to read in full.

Computer repair




Road SeaDog IT - https://seadog.it - Digital Strategy Solutions with the word scam








In July 2020, the Members of Tintagel Parish Council made the decision to close the Tintagel Visitor Centre, permanently. The reasons for that decision were, in the main part, based on the financial unsustainability of the centre, and the increasing burden that the year on year losses placed upon the resident of the Parish.


Historically, the building which only served the tourism industry, provided little or no support for parishioners and the decision to transform the asset into a centre for wider social benefit was, undoubtedly, a bold one.




The proposed Community Hub is intended to be a Parish Asset, which will meet the needs of the community in an effective, practical, and sustainable manner.


The aim of the project, going forward, is to use the former Tintagel Visitor Centre building to provide a wide range of opportunities and services for the residents of the Parish, and to act as a focus for community cohesion, whilst retaining the best parts of the visitors centre. Thereby serving the needs of ‘One and All’.


At present, the Parish lacks a centralised, practically focussed, information resource and suitable, small, community space. The Parish Council now has an enviable opportunity to enable the provision of a variety of information sources, and help resources, under one roof, in a manner that can benefit Parishioners



Actions Required


This is a dynamic and diverse project that will require not only our Clerks’ guiding hand but also the services of an administration/ project manager of its own. We will be required to appoint a paid person to undertake work on all facets of the new  facility, as the setting up and management process of the asset will require a specialised set of skills in one person –the appointing of a Hub Co-ordinator/Lead Administrator. This will create not only a staffed position for visitor centre duties but also a point of contact for users of the building and robust administration.


It vital that all plans in respect of this project are effectively communicated to all persons in the Parish. It should also be understood that this administration role does not have to be an ongoing cost to the Parish Precept.


It is proposed than an appropriate hourly rate for the Administrator, is £15 and the suggested number of hours being 5 per week, with a further 3 hours being offered very generously by the applicant, free of charge. Thus, a total of 8 hours per week is the target.


The duties to be undertaken by the Administrator will include:


  • bookings,
  • social media,
  • project co-ordinator
  • sufficient admin and communications cover to make sure Parishioners are aware of all developments and updates by creating and up keeping social media accounts
  • Facebook/twitter with the possible room for development of Tintagel Visitor app
  • printed/email newsletters, vital for those without access to the internet – hybrid communication– old and new – a lovely example of a newsletter from Callington council is attached
  • content management of the Parish website
  • poster/flyers where needed for local events/seasonal happenings
  • educational opportunity
  • groups booking
  • online calendar
  • upkeep of visitor’s centre/community hub displays to make sure it is welcoming to all.
  • providing administrative support to the Parish council/clerk as needed including assisting with grant applications
  • provide an information service to visitors/tourists
  • assist with setting up and organising community hub
  • organising events


The applicant for the position is flexible, as to which days she would be available. However, if also offering a visitor centre service, perhaps Monday and Friday mornings would be best as they tend to be arrival days especially during the out of peak season perhaps 10 – 12.30pm?


She is also happy to do homework help, story time, GCSE course work help


It should be noted that a paid member of staff is preferred by many grant providers, as it allows more reliable and consistent progress of the project which would then be fleshed out with volunteers so as to offer full staffing.


This project will not be possible without our vital volunteers, who have already shown support for this lovely project. The selfless gift of time and kindness donated by the volunteers will be the life blood of the project, bringing the community together.

 All bringing previous experience of life and business acumen to share.







Proposed Uses


Memory cafe – The setting is superb as the displays are about recalling Tintagel history. The Rotary club are able to provide us with successful working model of this project in action already in Wadebridge.






First aid courses


Bike maintenance and cycling proficiency


Singing and music groups


Kafe Konnect –  offers communities education training mentorship – enable motivate inspire people back into employment – an organisation who are well suited to these times Rural poverty/lack of transport for non-car owners meaning inability to make the most pf employment opportunities meaning people here deserve more support to bridge that gulf.

Due to the ongoing pandemic situation we also have an opportunity to boost the morale of the village by having a comprehensive retraining and support centre based at the building to rapidly address any of the issues which are or may face the village as we move through these challenging times.


Debt counselling and advice


Cornwall Adult ED




University of the Third Age


Community larder


Book swap / lending library


Seed share/plant sales


Produce/farmers market


Genealogy and Local History Group


This list is not exhaustive



Methods of Achieving Our Aims


Consideration has been given to the means by which the aims outlined above can be achieved:


The first option involved financial investment by the Parish Council, with on-going responsibilities for costs/ shortfalls. This would, however, be supported with Grant Funding.


It is appreciated that such a proposal may not seem palatable, in light of current financial pressures.


Whilst this model may be the preferred option, an alternative proposal is as follows:



Creation of a Community Interest Company (CIC)


A community interest company (CIC) is a type of company introduced by the United Kingdom government in 2005 under the Companies (Audit, Investigations and Community Enterprise) Act 2004, designed for social enterprises that want to use their profits and assets for the public good.


What this means for the Tintagel Community Hub is that profits would be reinvested into the company and local communities to benefit individuals we support.


There are a number of both advantages and disadvantages to pursuing our aims using the CIC process.


Advantages of a community interest company:

Compared to a standard company, a CIC specifically provides several advantages:

  • A clear commitment to social goals

While social aims can be prescribed in the articles of association of normal limited companies, community interest company status confers a clear commitment to a communal cause.

The statutory basis of the asset lock, which ensures that a CIC’s funds will be used for the benefit of the company’s social objectives rather than for individual shareholders, helps provide reassurance to investors and the wider public. More generally, the fact that community interest companies are subject to ongoing regulation by the CIC Regulator helps to create confidence in the integrity of a CIC.

  • Access to certain forms of finance

Some donors will only give to charities or community interest companies, because of the protections these vehicles provide that funds will be used for stated purposes. Therefore, access to finance – whether through provide donors, grants or


community development finance – may lead a social enterprise to operate as a CIC rather than as a standard company.       

  • Limited liability and protection

The primary advantage, as for other businesses operating as a limited company, is limited liability. This provides an important element of security for those who own and manage the business.

At the same time, it provides some protection for any assets related to the social enterprise, which would not generally be available for an unincorporated entity – where they will often be held in the names of individuals.

  • Familiarity

The limited company structure, complete with directors and shareholders/members, is likely to be familiar to those responsible for running the organisation and relatively simple to operate, especially compared to a charity. It will also be readily recognised by the business community and others the company engages with – it might help, for example, to have such a known, formalised structure when dealing with government or other bodies making grants.

  • Flexibility of limited company structure

The limited company structure which forms the basis of a community interest company can provide flexibility to meet the individual needs of different organisations. A CIC can be set up as a private company limited by shares, private company limited by guarantee or public limited company.


  • Continuity of purpose

As a type of limited company, a community interest company has its own legal status and will therefore continue in operation – and able to provide benefit to the community – until it is dissolved or converted into a charity. Even if it is dissolved, a specific feature of the CIC model is that any residual assets (after paying off any creditors) must be transferred to another asset-locked body, like another CIC or a charity. This ensures that funds invested in a CIC will continue to benefit social or charitable ends, even if the CIC itself is no more.


  • Quicker to set up

A community interest company is quicker to form than a charity, with a single consolidated application to form the company made to Companies House, which they and the CIC Regulator separately review.


  • Reduced governance requirements

There is also a lower level of ongoing governance for a community interest company than a charity. While CICs are regulated by the CIC Regulator, this is comparatively ‘light touch’, with the main requirement being the submission of the annual Community Interest Report. This relative freedom from regulatory restraints means that a CIC can focus intensively on its social aims, with fewer restrictions on trading


activities than a charity faces meaning they can also take a more commercial approach to achieving their ends.


  • No requirement to choose between strategic control and being paid

The founders of a community interest company can retain control over the business while being appointed and paid fairly for their work as directors of the company. As well as the founders themselves, it may be easier to attract additional high calibre individuals to the CIC through the offer of a measure of control alongside a salary set at a market rate.


  • A wide range of possible social aims and specific focus on social enterprise

The social aims permissible and ways they can be pursued are wider for a CIC than a charity. The definition of community interest in the ‘Community Interest Test’ which applies to CICs is wider than the equivalent ‘Public Benefit Test’ which applies for charities. This means that many aims which would not qualify for charitable status can legitimately be pursued via a CIC.

The CIC model is specifically identified with social enterprise.  

Disadvantages of a community interest company

  • Formalities of incorporation

Like any standard limited company, a CIC must be registered at Companies House.

Unlike other companies, a community interest company must also submit form CIC36, signed by all the prospective directors alongside payment of a £35 fee, describing the proposed social purpose of the company and providing various other details. In order for the CIC to be established, this has to be reviewed and approved by the CIC Regulator.

  • Ongoing company compliance

As a limited company, there are also a number of ongoing responsibilities to observe. Some form of accounts will need to be filed each year. There will also be a requirement to create and maintain company registers and file information with Companies House, including an annual confirmation statement and event-based submissions.


  • Lack of tax breaks available

Charities are able to claim a number of tax reliefs on most income, capital gains and profits, with various schemes available – such as reclaiming gift aid on donations – which can make an important difference to the amount of money they can raise for their cause. More locally, they are typically eligible for a substantial discount on business rates.



In contrast, CICs do not receive the same tax breaks, even if their objects are wholly charitable. This means that all other things being equal, they will potentially raise less money for their cause than if they were established as a registered charity.

  • Limited access to certain funding

Certain grants and other funding schemes may be open only to charities and not to community interest companies. Where businesses have Corporate Social Responsibility (CSR) policies which govern who they can donate money to, these are still likely to favour charities over other vehicles.


  • Limited public awareness of the CIC model

Although the position is improving, many people – who the organisation might want to target as donors or volunteers, for example – will not be familiar with the community interest company form.


  • Perceived lack of prestige

A community interest company may not appear to carry the prestige of a registered charity. Even though it is hard to put a value on, a registered charity generally carries a sense of trust that inspires confidence – and which is not fully replicated by the CIC brand.


  • Restrictions on the use of assets

Alongside the dividend cap, there are also wider restrictions on how a CIC can use and dispose of its assets. By virtue of the ‘asset lock’, which must be referred to explicitly within the CIC’s articles of association, assets within the CIC must be dedicated towards benefiting the chosen community.

In practice, this usually means that the company cannot transfer its assets or profits outside the CIC for less than their full market value. Even if the community interest company is dissolved, surplus assets must be transferred to a socially focussed body, like a charity or another CIC.


  • Additional governance requirements

In addition to ongoing reporting to Companies House and HMRC, a CIC must report to the CIC Regulator. This takes the form of form CIC34, the Community Interest Company Report, which must be submitted on an annual basis. To add to the extra hassle of completing this form is the fact it can only currently be completed and submitted on paper rather than electronically.

More generally, the CIC Regulator has the power to investigate and potentially take action against a CIC if there are concerns that it is not serving the specific community it was established to benefit or is otherwise in breach of CIC rules, principally the asset lock requirements.






Should the Parish Council favour the CIC option, it is requested that consideration be given by Members to the following:


  • We would request that the assistance of the Clerk be provided for five hours per week;
  • We would request that the Parish Council provide a sum of money towards our start up costs (the sum of £2,500 is put forward for consideration);
  • It is requested that the CIC should be permitted to operate the lavatories adjacent to the TVC, in order to provide an income stream to support the Community Hub;
  • It is requested that the Stock at the TVC should be donated to the CIC, so that sale of the same can generate funding for start-up costs.
  • It is requested that the PC and one printer be donated to the CIC, for use at the facility.





The benefit of the CIC option to the Parish Council would be as follows:


  • All costs appertaining to the running of the building would be met by the CIC, whist ownership of the facility would remain with the Parish Council as a Parish Asset;
  • The building would be occupied and, in the event that an agreed profit is achieved, the Parish Council would be paid a rental sum;
  • The running of the public lavatories at the site would become the responsibility of the CIC;
  • The Parish Council would be providing the venue for a much-needed facility which will benefit Parishioners and tourists.
  • Upgrades for heating etc. would be carried out by the CIC, utilising grant funding;
  • The Parish Council would benefit from the existence of a lease.













KAFE Konnect

We are here to help you overcome those barriers that are preventing you from the employment you want. On contacting us you will be assigned a mentor who will work with you to help you overcome the barriers that may be holding you back. We can help set you up with the support you need in a range of areas, including addiction support, assistance with housing and help to get the training and support you need for employment. We can help you hone your CV, practice interview techniques and help you seek the role you need to thrive.

Our supportive team understand that setbacks happen and are there to support you through the times where it goes wrong. We are not here to criticise or judge if things go badly, but to guide you towards a better place to ensure you have the best future possible. We offer consistency and honesty to establish a relationship that will last as long as you need us. We believe this is how we are are able to deliver you real change that lasts.