Public Document Pack
Peak District National Park Authority Tel: 01629 816200 E-mail: [email protected] Web: www.peakdistrict.gov.uk Aldern House, Baslow Road, Bakewell, Derbyshire. DE45 1AE
Our Ref: A.1142/2396
Date: 6 February 2020
NOTICE OF MEETING
Meeting: National Park Authority
Date: Friday 14 February 2020
Time: 10.00 am
Venue: The Board Room, Aldern House, Baslow Road, Bakewell
SARAH FOWLER CHIEF EXECUTIVE
AGENDA
1. Apologies for Absence
2. Minutes of Previous Meetings held on 1 November and 6 December 2019 5 mins (Pages 5 - 10)
3. Urgent Business
4. Public Participation To note any questions or to receive any statements, representations, deputations and petitions which relate to the published reports on Part A of the Agenda.
5. Members Declarations of Interest Members are asked to declare any disclosable pecuniary, personal or prejudicial interests they may have in relation to items on the agenda for this meeting.
FOR INFORMATION
6. Authority Chair Update 5 mins
7. Chief Executive's Report (Pages 11 - 12) 5 mins
FOR DECISION
8. Budget 2020/21 (PN) (Pages 13 - 36) 20 mins Appendix 1
Appendix 2
Appendix 3
Appendix 4
Appendix 5
9. Corporate Property Asset Management Plan (CPAMP) (CBM) (Pages 37 - 40 mins 90) Appendix 1
Appendix 2
Appendix 3
Appendix 4
Appendix 4a
Appendix 5
Appendix 6
10. 2019/20 Quarter 3 Corporate Performance Report (A91941/HW) (Pages 91 - 30 mins 154) Appendix 1a
Appendix 1b
Appendix 2
Appendix 3
11. Annual Report on Member Learning and Development (Pages 155 - 174) 10 mins Appendix 1
Appendix 2
FOR INFORMATION
12. External Audit - 2019/20 Audit Strategy (A1362/DH) (Pages 175 - 194) 10 mins Appendix 1
13. Corporate Strategy (2019-24) - Strategic Interventions 2020/21 10 mins (A91941/HW) (Pages 195 - 216) Appendix 1
14. Outside Body Feedback Report - National Parks England (Pages 217 - 218) 5 mins
Duration of Meeting
In the event of not completing its business within 3 hours of the start of the meeting, in accordance with the Authority’s Standing Orders, the Authority will decide whether or not to continue the meeting. If the Authority decides not to continue the meeting it will be adjourned and the remaining business considered at the next scheduled meeting.
If the Authority has not completed its business by 1.00pm and decides to continue the meeting the Chair will exercise discretion to adjourn the meeting at a suitable point for a 30 minute lunch break after which the committee will re-convene. ACCESS TO INFORMATION - LOCAL GOVERNMENT ACT 1972 (as amended) Agendas and reports Copies of the Agenda and Part A reports are available for members of the public before and during the meeting. These are also available on the website www.peakdistrict.gov.uk .
Background Papers The Local Government Act 1972 requires that the Authority shall list any unpublished Background Papers necessarily used in the preparation of the Reports. The Background Papers referred to in each report, PART A, excluding those papers that contain Exempt or Confidential Information, PART B, can be inspected by appointment at the National Park Office, Bakewell. Contact Democratic Services on 01629 816200, ext 362/352. E-mail address: [email protected]. Public Participation and Other Representations from third parties Anyone wishing to participate at the meeting under the Authority's Public Participation Scheme is required to give notice to the Director of Corporate Strategy and Development to be received not later than 12.00 noon on the Wednesday preceding the Friday meeting. The Scheme is available on the website www.peakdistrict.gov.uk or on request from Democratic Services 01629 816362, email address: [email protected].
Written Representations Other written representations on items on the agenda, except those from formal consultees, will not be reported to the meeting if received after 12noon on the Wednesday preceding the Friday meeting. Recording of Meetings In accordance with the Local Audit and Accountability Act 2014 members of the public may record and report on our open meetings using sound, video, film, photograph or any other means this includes blogging or tweeting, posts on social media sites or publishing on video sharing sites. If you intend to record or report on one of our meetings you are asked to contact the Democratic and Legal Support Team in advance of the meeting so we can make sure it will not disrupt the meeting and is carried out in accordance with any published protocols and guidance. The Authority uses an audio sound system to make it easier to hear public speakers and discussions during the meeting and to make a digital sound recording available after the meeting. From 3 February 2017 the recordings will be retained for three years after the date of the meeting. General Information for Members of the Public Attending Meetings Aldern House is situated on the A619 Bakewell to Baslow Road, the entrance to the drive is opposite the Ambulance Station. Car parking is available. Local Bus Services from Bakewell centre and from Chesterfield and Sheffield pick up and set down near Aldern House. Further information on Public transport from surrounding areas can be obtained from Traveline on 0871 200 2233 or on the Traveline website at www.travelineeastmidlands.co.uk.
Please note that there is no catering provision for members of the public during meal breaks. However, there are cafes, pubs and shops in Bakewell town centre, approximately 15 minutes walk away. To: National Park Authority Members Constituent Authorities Secretary of State for the Environment Natural England
Agenda Item 2.
Peak District National Park Authority Tel: 01629 816200 E-mail: [email protected] Web: www.peakdistrict.gov.uk Aldern House, Baslow Road, Bakewell, Derbyshire. DE45 1AE
MINUTES
Meeting: National Park Authority
Date: Friday 1 November 2019 at 10.00 am
Venue: The Board Room, Aldern House, Baslow Road, Bakewell
Chair: Cllr A McCloy
Present: Cllr D Chapman, Mr P Ancell, Cllr J Atkin, Cllr W Armitage, Mr J W Berresford, Cllr P Brady, Cllr M Chaplin, Cllr C Farrell, Cllr C Furness, Cllr A Gregory, Mr Z Hamid, Cllr A Hart, Mr R Helliwell, Cllr I Huddlestone, Cllr C McLaren, Cllr V Priestley, Miss L Slack, Mr K Smith, Cllr P Tapping, Ms Y Witter and Cllr B Woods
Apologies for absence: Cllr D Birkinshaw, Dr J Haddock-Fraser, Cllr Mrs G Heath, Cllr B Lewis, Cllr Mrs K Potter, Cllr R Walker, Mrs C Waller and Cllr G D Wharmby.
57/19 CHAIR'S ANNOUNCEMENTS
The Chair announced that tickets for this years’ Staff Committee Christmas Raffle were now available to purchase and that the proceeds from the sales would be going to the Bakewell and Eyam Community Transport.
The Chair also informed Members of the sale of a calendar and that proceeds from that would be going to the Peak District National Park Foundation.
A Member discussion on the Landscape Review – Final Report would follow the Authority Meeting.
58/19 URGENT BUSINESS
There were no urgent items.
59/19 MEMBERS DECLARATIONS OF INTEREST
Item 11
It was noted that all Constituent Authority Members had an interest in the Statements of Common Ground Protocol as part of the duty to cooperate in producing Local Plans.
60/19 PUBLIC PARTICIPATION
There were no members of the public present to speak.
Page 5 National Park Authority Meeting Minutes Page 2 Friday 1 November 2019
61/19 MINUTES OF PREVIOUS MEETING OF 6 SEPTEMBER 2019
The minutes of the last Authority Meeting held on 6 September 2019 were approved as a correct record.
62/19 AUTHORITY CHAIR UPDATE
The Chair gave the following updates:
2 books have recently gone on sale – “The Land that Made Us” and “Reading the Peak District Landscape” the latter of which was written by Mr John Barnatt former Archaeologist at the Peak District National Park.
The Parishes Day took place on the 12 October 2019 and the Climate Change Summit on the 15 October, both of which were very well attended. Thanks were given to Officers and Members for their input.
The launch of the first Ambassador Centre at St Michaels, Hathersage took place on the 2nd October 2019
Attended an away day for the Peak District National Park Foundation Trustees with Zahid Hamid.
Attended the Stanage Forum Open Day.
Attended the National Parks UK Conference in September with Robert Helliwell in the Yorkshire Dales.
Attended the National Parks England AGM.
63/19 CHIEF EXECUTIVE'S REPORT (SF)
The Chief Executive had provided a written update on some key items since the previous Authority Meeting.
RESOLVED:
That the report be noted.
64/19 2019/20 QUARTER 2 CORPORATE PERFORMANCE & RISK MANAGEMENT REPORT (HW)
Holly Waterman, the Senior Strategy Officer – Research introduced the report.
Members considered the report which provided monitoring information on the review of performance against the second quarter (July – September 2019) of the first year of the new Corporate Strategy, together with monitoring of the corporate risk register, Freedom of Information and Environmental Information Regulations requests and complaints.
The Chair then took the Members through each of the Performance Report Outcomes.
Members welcomed the report and the Officer recommendation as set out in the report, was moved, seconded, put to the vote and carried.
Page 6 National Park Authority Meeting Minutes Page 3 Friday 1 November 2019
RESOLVED:
1. That the Q2 performance report, given in Appendix 1 of the report, was reviewed and any actions to address issues agreed.
2. That the Q2 corporate risk register given in Appendix 2 of the report was reviewed and status of risks accepted.
3. That the status of complaints, Freedom of Information and Environmental Information Regulations requests, given in Appendix 3 of the report, was noted.
65/19 EXTERNAL AUDIT (MAZARS): 2018/19 ANNUAL AUDIT LETTER (A1362/ DH)
Members considered the annual audit letter of the External Auditors’ (Mazars) for 2018/19. John Pressley, of Mazars was present to introduce the report and answer any questions from Members.
The recommendation as set out in the report was moved, seconded, voted on and carried.
RESOLVED:
That following consideration, the receipt of the 2018/19 Annual Audit Letter be noted.
66/19 INTERNAL AUDIT REPORT BLOCK 1, 2019/20 (A1362/7/PN)
Ian Morton, Internal Auditor from Veritau was present to introduce the report which gave details of the internal auditors’ recommendations for the first block of the 2019/20 audit programme and the agreed actions for consideration. He reported that in general things were very good with 1 or 2 slight adjustments, and when adjustments had been suggested, they had received a positive response from Officers. He thanked Officers for their support, and informed Members that the next planned audit visit was the 13th January 2020.
The recommendation as set out in the report was moved, seconded, put to the vote and carried.
RESOLVED:
That the internal audit reports for the three areas covered under Block 1, for 2019/20 as set out in the Appendices 1-3 in the report, were received and the agreed actions considered and noted.
67/19 AGREEING THE PROTOCOL FOR STATEMENTS OF COMMON GROUND (BJT)
Brian Taylor, Head of Policy & Communities introduced the report which was to agree the arrangements for the National Park Authority to agree and approve the Statements of Common Ground, which form an important role in addressing cross boundary strategic planning issues.
Page 7 National Park Authority Meeting Minutes Page 4 Friday 1 November 2019
The Chair requested an amendment to Recommendation 2 so Members were informed when the Statements of Common Ground were approved, and Members asked that the wording to Recommendation 2 be amended to include the Chair of Planning being consulted. Both amendments were accepted.
The recommendations subject to the agreed amendments was moved, seconded, put to the vote and carried.
RESOLVED:
1. To note the role and status of Statements of Common Ground and the arrangements for developing statements with constituent authorities.
2. To delegate to the Chief Executive, the authority to approve Statements of Common Ground, subject to consulting with the Chair of the Authority and the Chair of Planning before doing so with the Members being informed of the Statements of Common Ground as they are agreed.
68/19 OUTSIDE BODY AND CONFERENCE FEEDBACK REPORTS
The Chair thanked Members for the reports that had been received, and encouraged all Members to feedback on any Outside Body and Conferences that they attend using the agreed template.
RESOLVED:
That the reports be noted.
The meeting ended at 11.20 am
Page 8
Peak District National Park Authority Tel: 01629 816200 E-mail: [email protected] Web: www.peakdistrict.gov.uk Aldern House, Baslow Road, Bakewell, Derbyshire. DE45 1AE
MINUTES
Meeting: National Park Authority
Date: Friday 6 December 2019 at 12.30 pm
Venue: The Board Room, Aldern House, Baslow Road, Bakewell
Chair: Cllr A McCloy
Present: Cllr P Brady, Prof J Haddock-Fraser, Mr Z Hamid, Mr R Helliwell, Cllr I Huddlestone, Cllr C McLaren, Cllr Mrs K Potter, Cllr V Priestley, Mr K Smith, Cllr P Tapping, Mrs C Waller, Ms Y Witter and Cllr B Woods
Apologies for absence: Cllr D Chapman, Mr P Ancell, Cllr W Armitage, Cllr M Chaplin, Cllr C Farrell, Cllr C Furness, Cllr A Gregory, Cllr A Hart, Cllr Mrs G Heath, Cllr B Lewis, Miss L Slack, Cllr R Walker and Cllr G D Wharmby.
69/19 CHAIR'S ANNOUNCEMENTS
The Chair confirmed he would be sending out to Members a brief update on his current activities in advance of the next Authority meeting and wished everyone a Happy Christmas.
70/19 URGENT BUSINESS
There was no urgent business.
71/19 PUBLIC PARTICIPATION
There was no public participation.
72/19 MEMBERS DECLARATIONS OF INTEREST
Item 7
Cllr A McCloy declared a prejudicial interest as a director of the company National Parks UK Limited.
Cllr McCloy vacated the Chair and left the room, Mr Z Hamid took the Chair.
Page 9 National Park Authority Meeting Minutes Page 2 Friday 6 December 2019
73/19 NATIONAL PARKS UK LIMITED
Members considered the report which gave details of a proposal by the Directors of National Parks UK Ltd that the Company, of which the Authority was a Member, should go into voluntary liquidation and be wound up.
Following the prejudicial declaration of interest by the Chair of the Authority it was agreed to amend recommendation 2 of the report to authorise the Chief Executive to make any further decisions after consultation with the Deputy Chair of the Authority instead of the Chair.
The recommendation as amended was moved, seconded, put to the vote and carried.
RESOLVED:
1. To authorise the Chief Executive to complete the relevant forms to confirm that the Authority supports the proposal to wind up National Parks UK Limited and appoint Francis Clark LLP as the liquidator.
2. To authorise the Chief Executive, after consultation with the Deputy Chair of the Authority, to make any further decisions on behalf of the Authority as a member of the Company.
The meeting ended at 12.41 pm
Page 10 National Park Authority Meeting Agenda Item 7. 14th February 2020
7. CHIEF EXECUTIVE’S REPORT (SLF)
1. Purpose of the report
To up-date members of key items since the previous Authority meeting
2. Recommendations(s)
1. For members to note the report
3. Key Items
Long service awards – I had the opportunity to give two long service awards since the Authority meeting on 1 November 2019 to two staff who have given 35 years’ service to the Authority.
Working nationally – under the auspices of National Parks England, the 10 English National Park Authorities have agreed to work collectively, and at scale, together on four key areas: Being National Parks for everyone; Being leaders in nature recovery; Shaping the future of farming; Leading in tackling the climate emergency. A National Park Officer will lead each of these areas for the 10 NPA, bringing together the relevant officer working groups. These four areas of focus will enable us to respond to the Landscapes Review: Final Report with both ambition vision and with substance on delivery.
Secretary of State appointments: applications are now open for the post of Secretary of State member for the Peak District National Park, alongside other National Park Authorities and Areas of Outstanding Natural Beauty Conservation Boards. There is one appointment open here in the Peak District National Park Authority. The closing date for applications is 6 March 2020. Details of the vacancies and how to apply are available on the cabinet office HM Public Appointments website. Defra are looking for a diverse group of passionate and committed individuals to help shape the strategic direction of our National Park Authorities and AONB Conservation Boards. Skills particularly sought are in communication, commercial, nature conservation and planning.
National Park Management Plan Advisory Group meeting 23 January 2020 – the advisory group received up-dates on:
- Climate Change Summit follow up - the key areas of focus following the climate change summit are on land management and transport. On transport, the Advisory Group supported partnership work to scale up our ambitions and energise key partners to develop a transport package to deliver on the sustainable transport recommendation in the Landscape Review; Final Report. The ambition is to develop a proposal, and necessary actions, to create a low carbon sustainable transport offer for all. While the NPA is not the transport authority, we have a vital leading role to play in leadership and engagement. The National Park Authority has set up an officer taskforce of PDNPA, Derbyshire County Council and Marketing Peak District and Derbyshire.
- Re-fresh of the Countryside Code - a range of partners and people of all ages, interests and occupations have come together to try to find a positive way to communicate to visitors to the area, reviewing and building on the messages of the Countryside Code. The group is now very close to launching a refreshed Countryside Code, for the Peak District National Park underpinning a Peak District brand for all partners to promote equally and consistently. Look out for
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National Park Authority Meeting 14th February 2020
#PeakDistrictProud
Investors in People action plan – thank you to all members, staff and volunteers who responded to the survey in January 2020 on our draft short-listed values identified by the Investors in People Delivery Group, as reminder these five draft values were: Care, Inspiration, Ambitious, Innovate and Enjoy. We are now collating the results of the survey to inform the final draft ahead of the next Investors in People Delivery Group. Our aim is to have this work completed by 1 April 2020.
The English National Parks Experience Collection (ENPEC) – application to Year 5 Discover England Fund – following approval by the Programme and Resources Committee this application was submitted by the Authority, on behalf of the other participating National Park Authorities, on 17 January 2020. The focus of the bid is: to embed the existing product with the travel trade in existing markets; to amplify the ENPEC through creation of trade-focused itineraries and a Business to Consumer offer and in doing this to grow the environmental sustainability of the offer; and to secure a legacy through by developing the existing ENPEC website and explore the opportunity to be a TXGB distributor.
4. Appendices
None
Report Author, Job Title and Publication Date
Sarah Fowler, Chief Executive, 06 February 2020
Page 12
National Park Authority Meeting Agenda Item 8. 14th February 2020
8. BUDGET 2020/21 (PN)
Purpose of the Report
1. This report presents the formal budget approval for 2020/21, representing the second year of the new Corporate Strategy presented to Members on 7th December 2018, and following workshops during the year.
Recommendations
2. That:
1. the base budget for the 2020/21 financial year shown in Appendix 1 and 2 be approved.
2. That the savings proposed in Appendix 5 be approved and be delegated to the Chief Executive to balance the budget should the National Park Grant be different from the assumption contained within Appendix 1, with an updated report to be prepared for the Authority immediately following any settlement announcement.
3. That the medium term financial position of the Authority in the period up to March 2024 be noted as explained in paragraph 8 of the report.
How does this Contribute to our Policies and legal obligations?
3. The Authority is required to set a balanced revenue budget for the 2020/21 financial year. This year will be the seventeenth year that National Park Grant has been funded directly at the 100% level from central government. In previous years, 25% of the Grant was financed from a levy on constituent councils, although the funding was still provided centrally by the Department of Environment, Food and Rural Affairs (Defra) to Local Authorities. The Authority’s levying powers remain and are in theory capable of being used in the future, although in the past they have always been used by way of joint agreement between Defra and the Ministry of Housing, Communities and Local Government, with a corresponding mutual funding arrangement so that the cost of National Parks was not borne by local taxpayers. Although they remain unused, it is considered that retaining levying powers is an important consideration in terms of the Authority’s ability to recover VAT as a Section 33 body, within the same VAT regime as Local Authorities, as well as its utility as a funding mechanism being preserved in statute.
Background
4. Spending Review periods usually cover 5 years, with the first year being the last year of the previous Spending Review period. The 2020-21 budget year will therefore represent the second year of five, ending in March 2024.
The 2020/21 Settlement
5. Government Departments were given a single year settlement in the Spending Review of September 2019, and the Chancellor announced:-
“This Spending Round delivers the fastest planned real growth in day-to-day departmental spending in 15 years. From 2019-20 to 2020-21, day-to-day departmental spending will now grow at 4.1% in real terms”.
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National Park Authority Meeting 14th February 2020
As a consequence The Department for Environment, Food and Rural Affairs (Defra) shared in this increase for 2020-21 and was given a real terms increase of 3.3%, over and above inflation. The Department was also given further specific funds, supporting Brexit and other priorities, as set out in the Treasury document.
In September 2019 the government’s Landscape Review was also published and stated in its Summary Findings:-
“at the very least we want to see existing budgets for National Parks secured in real terms and sustained for at least a further five year period, so they can plan ahead with confidence”.
It is on the basis of these messages from government that the National Park Grant is assumed to be inflation protected for the next Spending Review period, with an increase of 2% per annum assumed, the consequences of which would be as shown below.
2019-20 2020-21 2021-22 2022-23 2023-24 £ £ £ £ National Park Grant 6,698,847 6,832,824 6,969,480 7,108,870 7,251,047 Increase - £ 113,272 133,977 136,656 139,390 142,177 Increase - % 1.72 2.00 2.00 2.00 2.00
Despite the September Spending Review commitments however, Defra have not announced the National Park Grant settlement, and there remains uncertainty over its level and duration, with no commitment so far from Defra to inflation protection, or any increase in National Park Grant.
If inflation protection is not passed on to National Parks, the position would be as follows for 2020-21:-
2019-20 2020-21 £ £ National Park Grant 6,698,847 6,698,847 Increase - £ 0 Increase - % 0
The consequence would be the increase of £133,977 would not be received and the budget would not be balanced by this amount; if the inflation freeze continued beyond the single year a similar figure every year would need to be found and would soon have very serious financial consequences.
Because of this uncertainty, officers have prepared contingency proposals which have been shared with Members in the November workshops, and Members are asked to approve these savings as set out in Appendix 5, up to the figure necessary required to balance the budget. The total savings identified are £218,000, comprising a mix of efficiency savings, cuts, extra income proposals and staff savings. This level of savings arose from original estimates reflecting a number of provisional assumptions and uncertainties in the budget planning process. The breakdown of Appendix 5 is shown in broad categories in the table below, although some proposals may span across categories so the definition is not a precise one.
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National Park Authority Meeting 14th February 2020
Appendix 5 Proposals £ Further Efficiency savings 39,300 Cuts 63,500 Staffing reductions 95,200 Income 20,000 Total 218,000
Members are asked to delegate the decision on which proposals are required to balance the budget to the Chief Executive, taking account of the impact of proposals on the Corporate Strategy. Appendix 5 gives more detail on the nature of the proposal and its impact.
Members will receive an updated budget report at the next available Authority Meeting, when the settlement is finally announced, in order to understand and approve any consequences on both the 2020-21 budget and over the remaining Spending Review period, if known.
In the interim, Members are asked to approve the budget as presented in Appendix 1 and the possible savings as presented in Appendix 5, as per the recommendation.
6. The % distribution of National Park Grant between English Parks is as follows (based on 2019-20 total figure of £48.7m):-
Financial Planning for 2020/21: Setting a Balanced Budget – Revenue
7. The 2020/21 budget is able to be balanced, but with some significant uncertainties still remaining, with the following points of note:-
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National Park Authority Meeting 14th February 2020
The budget represents the second year of the Corporate Strategy and is aligned to that new strategy.
There are a number of adjustments to baseline budgets incorporated into Appendix 1
- Savings of £29,000 in advertising costs for planning applications following more targeted use of advertising and different media - Savings of £10,000 in overall vehicle fleet costs, mainly reduced mileage - Savings of £11,500 in debt repayments for Aldern House - Savings of £50,000 in the matched funding baseline for the South West Peak project (not now required as other matched funding has been found for the current project) - A new community grant fund of £5,000 added - New on-line help supporting volunteers of £4,800 - £29,000 is allocated for removal of overlapping spinal points in the grade structure following a review of the pay structure; (the total cost of which over four years is estimated to be £75,000).
the key dependence is the assumption that National Park Grant will remain inflation protected. The increase in National Park Grant is estimated to be £133,977 should this happen.
The staff pay award is unknown at this stage and allowance has been made for a 2% increase, with a £50,000 contingency in case the pay settlement is higher. The pay award is not expected to be agreed before April. A pay award at the 2% level is in the region of a £150,000 increase, hence it is easy to see how dependant on an inflation protected National Park Grant the Authority’s budget is.
In addition to the amount paid to an employee, the Authority contributes towards the employees’ pensions (at 19.57% of employee pay – approximately £1,203,000 for 2020-21), and also for employers’ statutory National Insurance contributions (varies around 7-14% - expected to be a total of £530,000 in 2020-21).
The 2019 actuarial revaluation results were published in January and the Authority’s pension fund is considered to be 101% funded (92% - 2016), but to achieve this an increased level of employer contributions (by 1% – from 18.57% to 19.57% of gross salary costs) is recommended by the Actuary with an objective to maintain funding at this level. The increase in cost is approximately £62,000 and is slightly less than originally estimated (£100,000), and this is also built into the pay budget in Appendix 1. National Insurance payments are based on earnings thresholds and % rates and are revised annually by government. The 2020/21 rates have not been published yet, so the budget has been prepared based on current thresholds and rates; this is not likely to have much effect assuming rates do not change.
Interest rate assumptions are assumed to increase from the level anticipated in the 19-20 budget, matching levels being achieved currently. Sums are invested with North Yorkshire County Council (as per the Authority report on Treasury Management which is presented in March). This will be monitored during the year as there are some uncertainties over the direction interest rates will take in 2020.
£71,000 of expenditure is financed from reserves (primarily the slippage reserve)
for planned expenditure on temporary staff (enforcement post and communications
officer.)
The Peak District National Park Foundation charity may grant aid some of the
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National Park Authority Meeting 14th February 2020
Authority’s projects during the year. These sums, if they are granted by the Trustees, are additional contributions and it is expected that they will be ring- fenced for the purposes they were granted. A notional estimate of the income figure (£40,000) is shown in the budget, but is matched by ring-fenced expenditure to the same amount, so that the effect on the baseline budget is nil, demonstrating that the grant income is fully used on the projects grants may be offered for.
All income targets, some of which remain stretching, need to be achieved, however where services are successful in exceeding their income targets they are encouraged to re-invest these sums during the year in addressing some of the property maintenance backlogs, until such time as the additional income being achieved can confidently be built into budgets and re-directed towards other corporate priorities (if so decided).
A small non-pay inflation provision of £20,000 is proposed. This allocation remains a very small sum and is therefore precisely targeted largely at unavoidable expenditure increases (e.g. utilities bills, audit fees, licences etc) – it does not offer protection from the effects of inflation for the majority of budgets. Bidding for the funds is done at the Midyear Review stage (November).
2019/20 was the first year that the Authority was separately VAT registered in its own right (having benefitted from a “legacy” arrangement which allowed the Authority to be part of Derbyshire County Council’s VAT registration). The financial consequence of this may lead to increased costs through not being able to recover as much VAT as when the Authority was part of DCC’s registration, because of our smaller size, and a sum of £30,000 is set aside as baseline funding to anticipate this. The Finance team are managing this with external VAT advice. The calculation which achieves this is known as a “partial exemption” calculation and the first payment linked to the 19/20 year will need to be submitted by October 2020 once a complex set of adjustments have been made and approved by HMRC. Currently it is anticipated that a payment will be required, possibly at least £60,000, which will be financed from the amount of £30,000 set aside in the current year’s budget, and the same amount within the baseline budget for 2020-21. The impact will make the cost of the Warslow Estate and our Engagement Rangers more expensive as we will be unable to recover VAT on input costs relating to our rental and education income. In time we may be able to mitigate this depending on using available options and more detailed accounting justifications.
Vacancy savings which arise during the year are retained within the service and the service is encouraged to achieve operational objectives by using the funds left by the vacant post; at the end of the year these savings may be the subject of slippage requests or relinquished for corporate purposes.
8. The Medium term financial position up to March 2024
As noted, we await announcements from Defra of our National Park Grant. If inflation protection is given for 2020-21, the current baseline budget is balanced and is not dependent on unplanned reserve allocations, assuming overall income targets are met and grant funding is reclaimed in accordance with approved project expenditure. Only £18,200 of the Appendix 5 savings are required to be used; leaving £200,000 “in hand”. However, the effect of higher pay costs makes itself felt over the medium term period, resulting in a level of deficit in the 2021-24 period as shown in the table below. This assumes all other financial pressures arising from the corporate strategy can be met from either external income, capital resources (if capital in nature) or one-off resources which become available at midyear or at the outturn stage.
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National Park Authority Meeting 14th February 2020
Consequently, even with inflation protection, a further £120,000 of savings needs to be found for 2021-22 from within the £200,000 savings identified in Appendix 5, leaving £80,000 “in hand”. By finding this sum in 2021-22, the deficits in the following years would also be effectively covered, thus inflation protection at the 2% level for National Park Grant over this period would allow for financial stability to be maintained.
With 2 % inflation 2020-21 2021-22 2022-23 2023-24 protection £ £ £ £ Deficit 0 120 116 136
However without inflation protection, the position would be as follows, and as stated in paragraph 5, the situation would quickly become serious and unsustainable if this freeze was sustained over the Spending Review period.
Without inflation 2020-21 2021-22 2022-23 2023-24 protection £ £ £ £ Deficit 134 391 527 689
No inflation protection for 2020-21 only would require savings of £134,000 to be found from within the Appendix 5 total, leaving £66,000 in hand. However if this inflation freeze continues, the following year would require this £66,000 to be used and a further savings schedule of £191,000 to be drawn up in order to balance the 2021-22 budget. Further freezes in 2022-23 and 2023-24 would require a further £136,000 and £162,000 respectively, which over the period represents a £689,000 decrease from the current baseline budget.
Given the year-on-year budget cuts of 2010-2015 the budgets are very tightly drawn and a saving of this magnitude would require a strategic approach, with Members, to achieve. An adverse one year settlement from Defra will leave great uncertainty over what assumptions can be made over the remainder of the Spending Review period. We therefore remain very dependant on some degree of inflation protection in forward budgets continuing.
Further work and reports will be presented to Members when a Defra announcement is made.
Appendix 1
9. The budget headings contained within Appendix 1 are now shown within the Corporate Strategy outcomes, with the budgets structured and reported for costing and budget monitoring purposes according to their separate business units / activities, which are recognisable to Members.
Column K and L show the net budget approved by Members in 2019/20, and the difference respectively. A brief reason for any large difference is highlighted.
Columns M and N show the “support service recharges” and the full cost of the front line service respectively. This is the re-allocation of costs from the support services (shown in the Agile and Efficient Organisation heading) to front line services based on estimates of the level of support to each service. The original methodology for determining this was based on an activity based costing approach, with support service managers asked to brigade their costs into five or six “activity headings” and then to apply suitable “cost drivers” which acted as “proxies” for how costs were incurred by front line services e.g. for finance the cost of the activity of “payment of suppliers” is determined by working out the cost of this activity within the team, which would then be charged out according to the Page 18
National Park Authority Meeting 14th February 2020
number of purchase invoices processed by each service. This method allows for a better understanding of how the different activities of the front line services create demand for the resources of the support services, and where those demands change, there is a mechanism to understand how the support services need to grow or contract in proportion to the front line services.
10. The “full cost” of the front line service is used as a financial objective for some budgets in line with previous committee resolutions, and understanding the full cost of our individual properties is an important aspect of Local Authority governance and property management and the recent improvements in accounting for these properties as business units continues. Some re-calculations may be necessary as a result of the different management inputs into the properties, and as mentioned above the full cost of the properties also depends on a complex support service recharge model, the calculations for which were made in 2013 and will also need to be updated: the calculations are considered to be sufficiently “indicative” for current purposes.
A number of properties and business units have these financial objectives:-
Service Financial Objective Minute Reference Warslow Estate 100% Full Cost Recovery Authority 57/14 North Lees Estate 94% Full Cost Recovery ARP 16/15 and 53/15 Minor Properties Break – even on direct costs Authority 57/14 Visitor Services 76% Full Cost Recovery (a ARP 16/15 and 54/15 combination of the old cycle hire service of 100% and the visitor centres of 70%)
The Authority depends on some £2.37m of externally generated income (fees and 11. charges) to balance its revenue budget. Services with income targets are expected to increase targets routinely to cope with pay and non-pay inflationary increases in order to maintain margins and stay within established financial objectives, as well as accommodate additional targets approved as part of coping with reduced grant levels. The following considerations were made in reviewing the principal areas of income risk:-
Engagement Team. Now forming the new Engagement service, the income targets for the old Learning & Discovery team are incorporated into the new service with an education income target of £116,000. The joint ranger agreements with the water authorities total £190,000 and need to be achieved to support the Ranger establishment as per previous years.
Visitor Services. The combined visitor centres require achievement of an overall income target of £842,000.
Planning Fees. The level of planning fees depends on the relationship between fees (price) and quantity of applications. Fee increases are centrally determined, and were increased in January 2018. £311,000 of fees are expected in 2020-1, supplemented by £50,000 of pre-application advice.
Countryside Maintenance & Projects team. This team has an external income
target of £39,000, with £50,000 of work being carried out on the Authority’s own
estates as a matter of prior agreement. For costing purposes this is shown as
other income but will comprise a simple annual recharge to the relevant property
budgets.
Countryside Volunteers team. The team retains its income target of £22,000, although it benefits from the sponsorship by Tarmac plc in the medium term, which allows for additional staffing and vehicle running costs. Page 19
National Park Authority Meeting 14th February 2020
Warslow Estate The Warslow Estate maintains its commitment to achieve full cost recovery, requiring a contribution to the estimated corporate support service costs of £56,800. The total cost of the estate is estimated to be £338,000 and the income estimate therefore is £338,000, representing 100% cost recovery.
North Lees Estate The North Lees estate maintains an income / cost reduction target and aims to recover 89.5% of the full cost of the estate, requiring a contribution to the direct management and estimated corporate support service costs of £85,500. The total cost of the estate is estimated to be £237,700 and the income estimate is £212,700.
Moors for the Future The Authority’s allocation of £105,000 comprises £5,000 support to the Moorlife 2020 project and £100,000 to the core team, but does not meet the full cost of the core staff within the partnership and the business plan is reliant upon other external contracts and agreements for funding the core team and the team’s activities into the future (as reported to Programmes and Resources Committee). The Authority’s allocation represents approximately 28% of the running costs of the team, and the cash sum allocated therefore forms the basis of the financial objective for the team under the current business plan. The significant expenditure shown under the Moors for the Future projects heading reflects the approximate total value of contracts reported in the Operational Plan seen by Members in the separate Programmes and Resources report. Following a request from the PDNPA’s Chief Executive for specific assurance about the funding status of the Moorlife 2020 project a letter has been received on the 9th February 2017 from the Permanent Secretary of Defra stating that this project is underwritten by HM Treasury, in line with a more general undertaking by the Chief Secretary to the Treasury issued in 2016. This means that the project can proceed to conclusion with the significant level of European debt the Authority will carry on its balance sheet underwritten by the UK government (this letter is available as a background document).
Car Parking income A revised approach to ensuring that users of our car parks have paid correctly for their usage of our facilities was put in place in 2019/20. This has resulted in a smaller than expected increase the Authority’s car parking income at all sites. The budget has not been increased however, with 2020/21 retaining the same budget as 2019-20 pending analysis and understanding of the results of the new approach. Any additional income received in 2020/21 will be used to carry out backlog maintenance on the car parks and associated facilities, and then the findings of the review will feed into the 2021-22 budget planning.
Income levels from trading and fees are monitored by the Budget Monitoring group through the year.
Financial Planning for 2020/21: Capital
12. The Chief Finance Officer’s report on application of the Prudential Code for Capital Finance is reported to the March Authority meeting, and his day to day responsibility for Treasury Mgt is set within the constraints of the Treasury Management Policy, which forms part of the same report.
In December 2015 the Authority approved a revised Capital Strategy paper covering key principles and working assumptions over the current corporate strategy period, and a prospective Capital Programme financed from a combination of borrowing and capital receipts. Page 20
National Park Authority Meeting 14th February 2020
13. Following this report the Resource Management Meeting has delegation to approve projects under £150,000 within the Capital Programme, financed from either borrowing or the Capital Fund. Projects above that sum will require further committee approval. The principal schemes Members have approved in the current Capital Programme were borrowing of up to £330,000 for the Castleton Visitor Centre project (ARP Minute 18/16); £600,000 from the Capital Fund for Trails infrastructure (ARP Minute 51/16); £271,000 mainly from the Capital Fund for Pump Farm estate base (ARP Minute 13/18), £370,000 borrowing for Development of Millers Dale station (ARP Minute 21/18), and borrowing for replacement of vehicles up to £450,000 (ARP January 2019 Minute 04/19). Members also approved a £321,000 grant aided project for Millers Dale goods shed (Authority Minute 16/19. The outturn report to the Authority in May contains a summary of all delegated borrowing approvals.
14. In respect of disposals which are required to achieve the Capital programme financing Woodlands which can securely be returned to private ownership whilst retaining conservation benefits continue to be sold (as per ARP Minutes 32/15 & 75/16) and Members approved a similar approach to other land properties which could be transferred to other responsible owners (ARP Minute 50/17). Members also approved in September 2019 (ARP Minute 09/19) the disposal of Lower Greenhouse Farm which was a legacy of substantial value left to the Authority. The use of this legacy will be informed by the next capital strategy, which will need to be prepared during 2020 following adoption of the new Asset Management Plan.
15. Following accounting convention and the introduction of the prudential code for capital finance all capital expenditure is separated from the revenue budget in Appendix 1, and is shown in the capital budget in Appendix 2. The only capital items shown in the Revenue Budget are the debt charges and revenue financing of capital expenditure. Appendix 2 only shows capital expenditure which has been approved.
Financial Planning for 2020/21 – Financial Position - Reserves
16. Clause 25 of Part 2 of the Local Government Act 2003 requires the Chief Finance Officer to report to Members, when calculating the net budget requirement, on the level and adequacy of cash reserves. The full level of reserves is reported to Members in the outturn report in May and the financial accounts to the same meeting. The level of cash backed reserves are carefully managed and the situation at the end of 2020/21 is envisaged to be:-
£,000 Actuals at Estimates at Difference 31/03/19 31/03/21 General Reserve 657 309 (348) Minerals & Legal Reserve 540 445 (95) Restructuring Reserve 61 0 (61) Capital Reserve 1,364 1,039 (325) Matched Funding Reserve 1,271 814 (457) Slippage 1,281 891 (390) Specific Reserves 1,076 829 (247) Restricted Reserves 119 23 (96) Total 6,369 4,350 (2,019)
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National Park Authority Meeting 14th February 2020
17. The reduction in reserves is about 32% of the 31/03/2019 figure and arises predominantly from planned use of the Capital Reserve, the Matched Funding Reserve (mainly the investment allocations) and normal use of the Specific Reserves.
The General Reserve has traditionally been calculated on the basis of a minimum recommended level which is 2% of net expenditure (c. £140,000), with a trading contingency of £75,000, giving a base level of £215,000. The expected level in 2021 is considered to be satisfactory given the current complex mix of activities within the revenue budget. The reduction arises because £309,000 of investment allocations was retained in the General Reserve rather than being moved to the Matched Funding Reserve. The level of the reserve is reviewed annually to take account of the availability of other reserves, the degree of income risk, the degree of risk underlying budget assumptions, and the availability of other contingencies.
18. The Minerals & Legal Reserve contains funds anticipated to be required to handle a number of minerals and other legal cases (e.g. Rights of Way and Compulsory Purchase Orders) over the spending review period and the levels potentially required are kept under regular review by Resource Management Meeting. The reserve needs to be maintained at a level which allows a degree of financial resilience in handling a number of cases without immediate recourse to re-allocation of baseline resources which would disrupt other priorities, especially when those resources are under pressure from saving imperatives.
19. The Restructuring Reserve is used for statutory redundancy and superannuation fund shortfall payments and was essential in providing the one-off resources needed to support the transition to a lower baseline and restructuring. Staff changes resulting in payment of superannuation shortfalls and / or redundancies are expensive. There may be a limited ability to top up the reserve from the superannuation control account, if the balance is in credit at year end.
20. The Capital Reserve is only available to support capital expenditure. The level of the reserve has increased following the sale of a number of woodlands. The Capital Strategy estimated capital receipts of up to £1.7m could be available for allocation to the current Capital Programme, although only £1.1m was recommended for allocation in the programme. The estimated reserve level shown is based on a balance between receipts estimated to be received by 31/03/2021, and capital expenditure proposed to have been spent. Progress on capital receipts is considered to be capable of achieving the £1.1m allocated. A base level of £100,000 is considered to be an acceptable minimum allowing a small cash reserve for emergency capital expenditure; it is also desirable to maintain the capability to substitute some of the reserve (e.g. a further £100,000 p.a.) to replace revenue financed capital in order to allow some flexibility for emergency revenue sums.
21. The Matched Funding Reserve is used to earmark funds for commitments already made for matched funding payments to external funding projects, and has also been used as the temporary home for one-off sums requiring agreement on allocation against priorities. The timing of expenditure for the approved allocations varies, with the earmarked sums for future years retained in the reserve. The reserve increased in size over the medium term period, mainly because of the investment sums approved by Members in previous budgets, but also taking account of the fact that there are some large matched funding requirements over this period as well; the reserve is expected to diminish as the one off sums are spent. The contingency for the Moorlife 2020 project (£500,000) is retained within this reserve.
22. The Slippage Reserve is a temporary year-end balance arising from the deferral of expenditure between financial years. The funds are all committed and are allocated into budgets in the next financial year, once slippage requests have been approved at the May Authority meeting. The level is expected to remain quite high in the interim period, but less than the position at 31/03/2019.
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National Park Authority Meeting 14th February 2020
23. The Specific Reserves are used to support individual service areas and each reserve’s objective and planned usage is reported to the Authority in May. Specific reserves, although earmarked for specific purposes, are available to support any Authority priorities as required in an emergency, subject to any commitments already made from them. As tighter financial objectives are set for the property portfolio and other business units, it is considered important that the property managers have access to a specific reserve, to allow them to manage and achieve their financial objective between financial years without impacting on corporate reserves.
24. Higher than usual reserve levels are a necessary consequence of future uncertainty over resource provision, as prevails currently. There will always be a need to ensure that reserve levels are strong when public funding rounds are heavily influenced by cyclical economic circumstances. Reserve levels are only available as one-off sources of finance and cannot be relied upon to balance future budgets except on a temporary basis.
The Authority’s ability to make use of the Prudential Borrowing powers is also significantly helpful in achieving invest-to-save proposals, ensuring that access to capital finance allows sensible investment decisions to proceed.
Are there any corporate implications Members should be concerned about?
25. The financial, property, sustainability and human resource implications of the budget are integrated and planned by the Resource Management Meeting and the budget for 2020/21 includes all relevant matters arising from these plans, as well as all previous Member resolutions.
Risk Management
26. Clause 25 of Part 2 of the Local Government Act 2003 also requires the Chief Finance Officer to report to Members, when calculating the net budget requirement, to advise on the robustness of the estimates made. Relevant factors include the previous year’s outturn; pay & price increases; pension contributions; the revenue impact of capital investment; realistic income assumptions; the internal financial control environment; audit conclusions; and the overall public sector financing climate. Part of this assurance is gained from the Annual Governance Statement, the Risk Register reported quarterly, the Head of Finance’s involvement in all financial planning matters, and other relevant discussions with the Senior Leadership Team.
27. The Authority’s reliance on external income targets and estimates always remains a key risk area and as is usual, is carefully monitored by the Budget Monitoring Group during the year, especially where additional savings targets have been identified. The Moors for the Future team’s continuing ability to handle very significant project expenditure remains important, in order to meet grant and contractual conditions, and to finance its core team.
28. The 2020/21 budget is less robust than in previous years because of uncertainty over National Park Grant provision despite the September 2019 Spending Round announcements. The 2020-21 year can be balanced with the use of Appendix 5 savings, if necessary, but the Authority remains very reliant on inflation protection in its principal grant from Defra. The Authority awaits the next settlement before it is able to set out a medium term financial position with confidence.
29. Background Papers Letter of Permanent Secretary Defra re Moorlife 2020 project 9th February 2017
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National Park Authority Meeting 14th February 2020
Appendices - Appendix 1 Revenue Budget Appendix 2 Capital Budget Appendix 3 Explanation of Appendix 1 Appendix 4 Breakdown of Baseline Budgets Appendix 5 Proposed Savings to Balance Baseline Budget 2020-21
Report Author, Job Title and Publication Date
Philip Naylor, Chief Finance Officer, 6 February 2020
Page 24
2020/21 REVENUE BUDGET NB there will be small rounding errors in totals APPENDIX 1
£,000 A B C D E F G H I J K L M N Director Mgr Permanent Fixed Term Total Pay Travel / Programme Total Non Sales fees Other income Total Net Budget Net Budget 2019/20 Difference Main Reason for Difference Support Net Cost of Staff Staff Premises / Expenditure / Pay charges Income between years Service Services supplies / Cost of Sales rents Plus (Minus) Recharge other costs A sustainable landscape conserved & enhanced JS SF Rural Economy 174 174 11 128 139 (9) (9) 304 294 10 77 381 AB CBM Woodlands 21 - 21 4 33 37 (9) (9) 49 48 0 14 63 JS SF Natural Environment 177 - 177 13 - 13 - (3) (3) 187 182 5 60 247 AB ES Warslow Estate 63 - 63 20 198 218 (218) (120) (338) (57) (56) (1) 60 3 AB ES Eastern Moors Estate - - 0 2 48 50 (23) - (23) 27 26 1 2 29 AB ES North Lees Estate 55 12 67 39 46 85 (213) - (213) (61) (59) (1) 86 25 AB ES Minor Properties - - 0 11 6 17 (18) (6) (24) (7) 0 (7) Ashford Store running costs transferred 4 (3) JS SF Cultural Heritage 240 - 240 12 - 12 (3) - (3) 249 239 10 reduced income - capacity for H&S surveys 66 315 DH DB Planning Service: Admin 55 - 55 2 - 2 (15) - (15) 42 41 1 70 112 JS JN Planning Service: Area Planners 437 - 437 20 27 47 (321) - (321) 163 173 (10) advertising cost savings 230 393 JS JN P.S: Monitoring & Enforcement 168 36 204 4 - 4 - - 0 207 202 6 150 357 JS JN Planning Service: Minerals 246 - 246 3 - 3 (40) - (40) 209 217 (7) savings in minerals pay supplements 175 384 AB CBM Rural Surveyors / Strategic Property 41 12 54 7 - 7 - - 0 61 59 1 10 71 Projects 0 JS CD Moors for the Future projects - 1,022 1,022 - 2,814 2,814 - (3,831) (3,831) 5 5 (0) 0 5 DH EF Moors for the Future Centre - - 0 57 - 57 - - 0 57 49 8 + property costs from corporate overhead 5 62 JS SF Landscape Enhancement Project - - 0 - 315 315 - (315) (315) 0 0 0 10 10 JS KSJ South West Peak Project - 232 232 - 618 618 - (850) (850) 0 0 0 110 110 JS CD Moors for the Future core team 219 - 219 53 - 53 - (172) (172) 100 95 5 290 390 1,896 1,315 3,210 258 4,232 4,490 (868) (5,297) (6,165) 1,535 1,515 20 1,419 2,954 A National Park loved & supported AB MJR Pennine Way - 26 26 16 - 16 - (41) (41) 0 0 0 8 8 AB MJR Access & Rights of Way 103 - 103 6 16 21 - - 0 124 117 7 transfer in of Trans Pennine Trail budget 42 166 AB ES Trails 128 7 135 104 170 274 (270) - (270) 139 135 4 85 224 AB ES Visitor Experience Mgt 56 - 56 - - 0 - - 0 56 51 5 0 56 AB ES non-Estate Car Parks & Concessions - - 0 30 11 41 (114) - (114) (73) (73) 0 15 (58) AB ES non-Estate Toilets 56 16 73 43 18 61 (22) (8) (30) 103 101 2 35 138 AB ES/MF Recreation Minor Properties - - 0 13 - 13 (15) - (15) (2) (2) 0 15 13 AB SB Visitor Services 529 - 529 141 303 444 (828) (14) (842) 131 108 23 extra pay costs 173 303 AB SS Fundraising Development 43 - 43 1 85 86 - (40) (40) 89 106 (18) use of giving allocation - 0.6 FTE website post 38 127 AB TM Marketing Communications 219 33 252 17 31 48 - - 0 301 258 43 temp. posts funded from slippage & fundraising 56 356 AB SW Engagement Rangers 797 3 799 150 87 237 (95) (211) (306) 730 718 11 pay costs 255 985 AB ES Maintenance & Projects Team 172 26 197 44 15 59 (39) (50) (89) 167 151 16 trfr in Ashford Store /vehicle running costs 30 197 AB SW Volunteers 115 - 115 31 12 43 (22) (22) (44) 114 105 9 supporting on-line training for vols. 45 159 Projects AB SW Recreation Projects - - 0 26 26 (50) (50) (24) (20) (4) 17 (7) 2,216 110 2,327 595 772 1,367 (1,454) (387) (1,841) 1,852 1,755 97 813 2,666 Thriving Sustainable Communities JS BT Community Policy Planner 42 - 42 1 - 1 - (13) (13) 30 29 1 5 35 JS BT Planning Policy 122 - 122 10 27 37 - (8) (8) 152 139 13 community grants fund +£5k & Staff regrade 52 204 JS BT Transport Policy 77 - 77 7 8 15 - - 0 91 87 4 22 113 241 0 241 18 35 53 0 (21) (21) 273 255 18 79 352
Agile & Efficient Organisation DH EF Property Support Team 176 - 176 17 17 - - 0 193 206 (12) removal of one off allocations (173) 20 DH EF Property: Aldern House HQ 25 - 25 197 37 233 (30) (20) (50) 209 203 6 (161) 48 DH EF Corporate Strategy 205 - 205 9 25 34 - - 0 239 263 (24) post diestablished to support property post 90 329 DH AM Legal Services 226 - 226 23 43 65 (7) - (7) 285 275 9 (240) 45
DH AM Democratic Services & Members 133 - 133 16 119 134 - - 0 267 263 5 267 Page 25 Page Page 26 Page
A B C D E F G H I J K L M N Director Mgr Permanent Fixed Term Total Pay Travel / Programme Total Non Sales fees Other income Total Net Budget Net Budget 2018/19 Difference Main Reason for Difference Support Net Cost of Staff Staff Premises / Expenditure / Pay charges Income between years Service Services supplies / Cost of Sales rents Plus (Minus) Recharge other costs
DH DB Information Mgt 308 - 308 22 320 343 - - 0 651 648 3 (651) 0 DH DB Customer & Business Support Team 391 - 391 21 21 (3) - (3) 409 398 11 (397) 12 DH PN Finance 197 - 197 15 80 95 - - 0 291 288 4 (254) 37 - PN Contingency/ inflation costs 79 - 79 25 30 55 - - 0 134 45 89 Option 1 pay strategy + pay contingency (129) 5 SF PN Corporate Management 364 - 364 84 51 135 - - 0 499 498 1 (294) 205 DH Corporate overhead fund - - 0 - 45 45 - (152) (152) (107) (42) (65) removal of baseline for matched funding 107 0 DH TR Human Resources 125 26 152 29 38 66 (9) - (9) 208 206 2 (208) 0 Projects 0 - - - - 0 - - 0 - - 0 0 0 0 0 0 2,229 26 2,255 457 787 1,244 (48) (172) (221) 3,278 3,248 30 (2,311) 967
Total 6,582 1,451 8,033 1,327 5,825 7,153 (2,371) (5,876) (8,247) 6,939 6,774 165 0 6,939
Financing
Net Cost of Services 6,939 Central Debt Charges 42 Net Revenue Expenditure 6,981
Funded by:- NPG @ 2% increase 6,833 Other Reserves 71 Interest on balances 77 Total 6,981
Surplus to /(deficit from) general reserve 0 National Park Authority Meeting 14 February 2020
CAPITAL BUDGET 2020/21 APPENDIX 2
Capital expenditure is expenditure over £10,000 on the acquisition or improvement of assets of the Authority which have a useful life of more than one year. All assets are shown on the Authority’s balance sheet in the Statement of Accounts. Assets are depreciated over their useful life and this depreciation is charged in the Statement of Accounts to the Revenue Account, in order to show the annual cost of the use of assets by services. The depreciation charge is subsequently reversed out and the cost which is charged against National Park Grant is either the actual expenditure paid (if financed from revenue), or the amount of debt interest and a statutory Minimum Revenue Provision sum, representing the setting aside of a fixed amount of loan principal each year (if financed from borrowing). This means that the depreciation charge is shown in the accounts as a notional charge only.
The Capital Budget is financed from a number of sources:- -capital grants: specific grants received towards the expenditure. -capital receipts reserve: a cash reserve holding the sale proceeds of any asset sold previously. -borrowing: within the borrowing limits set out in the Prudential Code (March 2020 report). -financed from Revenue: monies towards capital expenditure, if available from revenue budgets.
Column A shows the amount of new capital expenditure which will take place in 2020/21 approved by this report. Column B shows the amount estimated to take place in the year arising from previously approved expenditure. Capital expenditure not yet approved (whether delegated or not) is not shown.
2020/21 Budget (£,000) A B Total New Approved Acquisition of Land and Existing Buildings 0 0 0
New Construction, conversion and Renovation Conservation Properties (ARP 13/18)(RMM8/19) 0 200 200 Structures (ARP 51/16)(Authority 16/19) 0 500 500 Field Sites 0 0 0
Vehicles, Plant, Equipment and Machinery Desktop/laptop purchases 4 yearly replacement 72 0 72 Vehicle purchases (ARP 04/19) 0 400 400
Intangible Fixed Assets 0 0 0
Total Capital Expenditure 72 1,100 1,172
Financed by
Capital Grants 0 150 150
Borrowing Public Works Loan Board / Internal Borrowing 0 400 400
Capital Receipts Reserve 0 550 550
Financed from Revenue Account 72 0 72
Total Financing 72 1,100 1,172
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Explanation of Baseline spreadsheet (Appendix 1) APPENDIX 3 Income and Expenditure Only revenue income & expenditure passing through the Authority’s accounts is shown here. Therefore, leverage of others’ funds (eg economic income) and capital items are not shown. Capital income & expenditure is covered separately in Appendix 2. Rows These represent each service broken down into its principal activity (department on the accounting system). The services are grouped into the relevant corporate strategy heading. Initials of the accountable officers are shown. Columns The columns are provided to help understand how costs are allocated within each activity area. Pay A Establishment pay shows the full salary cost of permanent staff B Establishment pay shows the full salary cost of temporary and fixed term staff C Total staff costs (sum of A&B)
Expenditure
D The cost of travel claims, premises related items, transport costs for vehicles, and office and field running costs. E the cost of programme expenditure and/or cost of sales, a breakdown of which is shown in Appendix 4. F The Total of non-pay expenditure (sum of D&E)
Income
G Charge-driven income H Other income (eg recurring grants, partnership contributions, external grant aid) I Total income (sum of G&H) Net Budget
J The net service baseline budget; consequently a cost supported by National Park Grant.
Financing Box at bottom This shows how the total net baseline budget in column J is financed by National Park Grant, interest receipts and any reserve contributions. For convenience any central debt charges not allocated to services are shown here. Any surplus or deficit after the above is taken into account represents the sum added to or subtracted from the General Reserve.
Further columns
K This column shows last year’s approved budget for comparison purposes. L This column shows the difference between the years (Col J minus K) with a brief explanation of any difference in the text alongside. Minor differences are usually due to general pay/non-pay inflation costs and are not explained.
M This column shows the allocation of the cost of support services within the Corporate and Democratic Core to front line services.
N This column shows the total net cost of services with the value of the support services included (Column J plus M) Page 29 This page is intentionally left blank National Park Authority Meeting 14 February 2020
2020/21 Breakdown of expenditure Column E App. 1 APPENDIX 4
A sustainable landscape conserved and enhanced £,000 Landscape & Conservation: Rural Farm annual payments & grants 118 Economy Conservation Projects 10 Visitor Experience: Woodlands Forestry Mgt contractors & supplies 33 Tenanted building repairs & Estates works (NB Visitor Experience: Warslow part funded by HLS grant & required as 198 condition of grant) sum for lease payment to lessee Visitor Experience: Eastern Moors 48
Estate works – grant requirements; Visitor Experience: North Lees 46 maintenance of car parks & campsite Visitor Experience: Minor Properties Miscellaneous 6 Planning Service Publication cost of planning applications 27 Moors for the Future projects Approved project expenditure 2,814 Landscape Enhancement Project Approved project expenditure phase 1 315 South West Peak Project Approved project expenditure 618 4,232 A National Park loved and supported Visitor Experience: Rights of Way & Pathworks on Access land & Support to Trans 11 Access Pennine Trail Local Access Forum 5 Surfacing, Structures & Maintenance Visitor Experience: Trails 117 programme Surveys 15
Millers Dale station debt repayment & costs 38 Visitor Experience: non–Estate Car basic maintenance, plus any trading surpluses 11 Parks above budget Repairs, maintenance, decoration, plumbing, 18 Visitor Experience: non-EstateToilets electrical works at toilet sites
Visitor Experience: Visitor Services Cost of sales for retail centres 303 Giving Strategy support 32 Fundraising Development Foundation funded projects (if grants received) 40 External Bid fund 13
Park Life twice yearly (reduced winter edition) 19 Marketing Communications Contribution to tourism joint working 12
Volunteer Patrol Rangers - duty expenses & 66 Engagement: Rangers travel 21 Supporting education programmes Visitor Experience: Maintenance & Project costs 15 Projects Team Tarmac sponsorship 7 Outreach: Conservation Volunteers 0n-line training support 5 Projects within the Derwent and Goyt area Outreach: Area projects 26 funded from shared car park income 772
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National Park Authority Meeting 14 February 2020
Thriving Sustainable Communities Statutory plans 22 Planning Policy Community Grants 5
Planning Policy: Transport Contributions to projects 8
35 Agile and Efficient Organisation
Aldern House HQ Minor repairs, maintenance 37
Project expenditure 15 Corporate Strategy National Park Mgt Plan and Corporate Strategy 10 Legal Services Minerals/consultancy budget/fund 43 Democratic Services & Members Member activities & allowances 119 I.T. Services telephones 68 Networks 180 Revenue financing of capital 72 Financial Services Bank fees & software licences; 23 SLAs for insurance, payroll, Internal Audit 44 External Audit 13 Contingency costs VAT irrecoverable 30 Corporate Management Subscriptions 51 South West Peak business support costs not Corporate overhead 45 recoverable from grant body Corporate Training 28 Human Resources Apprentice Levy 10
787 Total 5,825
N.B. Totals may have rounding errors.
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Proposed Savings to Balance Revenue Budget 2020-21 APPENDIX 5
N.B. the Items marked with an asterisk in the £ column below up to a value of £18,200 have already been allocated into Appendix 1 in order to balance the budget, based on an assumption that National Park Grant will be inflation protected Corporate Strategy and Development (Target £79,000) Service Activity Impact £ Efficiency/ Income/ Cut or Staff Saving (E/I/C/S) Information Software subscription Ranger Guided Walks should migrate to Beyonk by the start of the 2020/21 2,400 E Management costs (50% of Cinolla financial year. The splitting of Cinolla in this way (i.e. to retain the internal software modules used by Engagement teams for school bookings etc.) has not yet been subscription) confirmed with the supplier, but should be contractually acceptable and technically possible. Information Telephony costs Reduction already planned in. No impact anticipated. 900 E Management Information Portal Costs – Net saving of ending membership with the Portal, migrating of Portal IT 3,500 E Management changing financial Infrastructure but remaining in shared Squiz Matrix platform. This cost saving model in 2020/21 was being ear-marked to support consultancy time to implement efficiency savings and electronic ways of working for field based planning work. This project would need funding elsewhere, potentially through one-off funding sources.
Finance Advertising, SLA Statutory notices will be published on-line and banking services have been re- 6,000* E costs and bank tendered which has generated procurement savings. The removal of funds charges from budgets reduces the resilience of the service to cope with any new demands Human External training and The training and support planned to be undertaken by external providers will 3,000 E Resources support (relating to be resourced by the internal HR team thereby reducing capacity to develop and new e-recruitment improve other HR policies and procedures. system) Page 33 Page
Page 34 Page Legal and External legal fees A reduction in the budget which funds the outsourcing of legal work will have 12,000 C Democratic an impact upon the ability of the service to respond to corporate priorities. Services Human Vocational Training A reduction in this budget, which represents 50% of the total budget available, 2,000 C Resources will impact upon the Authority’s ability to support staff to undertake vocational training. It is hoped to mitigate the impact of this reduction by promoting access to training via appropriate apprenticeship schemes. Property / Aldern House Budget A reduction in the budget to maintain Aldern House. This level of savings 7,000 E Strategy (£7,000) is not sustainable in the long-term, therefore, we would look to use the space at Aldern House more effectively so that surplus office space could be let to increase income or teams re-located to generate accommodation savings elsewhere. RMM agreed on 3rd December to support a space utilisation project Property / Professional services The funds available to undertake cyclical and one off pieces of research or 9,000 C Strategy purchase of data will be limited (i.e. no baseline funds will be available for data and research that is currently funded on a cyclical basis (e.g. the residents survey (current one £15,000) and visitor / non-visitor surveys)). In future, one off funding will need to be identified to fund research and development projects to support the outcomes in the Corporate Strategy and National Park Management Plan.
Information Staff Costs A reduction in the administrative support available. It is hoped the impact will 17,200 S Management be mitigated to some degree by increased automation of financial processes, but administrative support for the Authority’s guided walks programme will cease. Corporate Staff Costs (SLT) A reduction in management capacity and potentially future recruitment issues 16,000* S Management TOTAL 79,000
Conservation and Planning (Target £53,000) Service Activity Impact £ Countryside & Reduction of Reduced ability to influence farmers and land managers in achieving the right 11,000 C Economy Countryside and outcomes (primarily biodiversity, landscape and cultural heritage). This is at Budget Economy budget a time when fewer farmers are engaging with agri-environment schemes. (farm grants) However the budget has been underspent in each of the last 5 years. reduction to reduce baseline closer to
underlying average expenditure
Development Staff Costs Minerals Changes in workload and work allocation resulting in vacancy savings 42,000 S Planning Team TOTAL 53,000
Commercial Development and Engagement (Target £86,000) Service Activity Impact £ Marketing and Reduction in Reputation Reduced external influence. Mitigated with a revised SLA more in 6,000 E Communications marketing budget line with our corporate principles.
Marketing and Parklife Mailing Change of distribution model - planned 6,500 E Communications Fundraising External Bid Fund Business Development / grant / bid writing will have to be funded from 12,500 C slippage or identified one-off allocations
Visitor North Lees revenue Subject to approval of North Lees option appraisal; additional income 20,000 I Experience income potential from the estate CDE Directorate Reduce fleet by x 1 One vehicle in the CDE fleet replacement list will be identified as not being 4,000 E and assocated required maintenance costs Fundraising Non-pay budget Reduction in non-pay allocation for implementing the giving strategy 17,000 C
CDE Directorate Staff costs in the Changes in workload and work allocation resulting in vacancy savings 20,000 S directorate TOTAL 86,000
OVERALL TOTAL 218,000
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This page is intentionally left blank National Park Authority – Part A Agenda Item 9. 14 February 2020
9. CORPORATE PROPERTY ASSET MANAGEMENT PLAN (CPAMP) (CBM)
1. Purpose of the report
This report presents a new Corporate Property Asset Management Plan (2020-2024) for Members consideration.
Key Issues
The Authority has a considerable, complex and varied property portfolio.
It delivers and presents great opportunities to contribute to our corporate strategy and National Park Management outcomes.
However, a portfolio of this scale poses challenges, liabilities and risks.
The CPAMP identifies the resultant financial challenge to the Authority.
2. Recommendation
1. To approve the Corporate Property Asset Management Plan and associated appendices
How does this contribute to our policies and legal obligations?
The Corporate Strategy (2019-24)
Our organisational performance
The Peak District National Park Authority is an agile and efficient organisation
Our well- maintained assets support the delivery of our landscape, audience and community outcomes.
KPI 26 – Develop a corporate Asset Management Plan – Director of Corporate Strategy and Development and Corporate Property Officer (CPO)
3. Background Information
The work on the new CPAMP follows the previous ‘Strategic Property Review’ undertaken by external consultants in November 2013. This Review was approved as the Authority’s then Asset Management Plan. One of many recommendations of the Review was the disposal of certain properties or groups of properties to reduce the size of the Authority’s property portfolio.
A programme of disposals have been implemented over the last 6 years and is continuing. The disposal of Losehill Hall Bungalow, Warren Lodge on the Eastern Moors Estate, 27 freehold and 10 leasehold woodlands and one Minor Property have now been completed. Proceeds have amounted to £1.6 million and been added to the Authority’s Capital Fund.
Work on the new CPAMP began in June 2017. Initial work was undertaken in ‘raising the profile’ of the property portfolio with the Senior Leadership Team and Members. The concept of asset management planning being an integral part of the Authority’s business process was introduced. Members at the Audit and Performance Committee approved the process and timing for producing an Asset Management Plan in January 2018. (Minute No:10/18)
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The CPAMP has been developed through a re-formed ‘Corporate Property Asset Management Group’ (previously the Integrated Property Board) chaired by the CPO. Other members of the Group are the Director of Corporate Strategy and Development, Head of Finance, Head of Law, Head of Strategy and Performance, Head of Visitor Experience Development, Head of Engagement and Corporate Property Team Manager. The work of the Group has periodically been reported to the Senior Leadership Team and the draft CPAMP was considered and approved at the Resource Management Meeting on 21st January 2020 (Minute No: 2/20a).
4. Proposals
The executive summary from the CPAMP is re-produced below.
The Peak District National Park Authority has a considerable, complex and varied property portfolio.
It delivers and presents great opportunities to contribute to our corporate strategy outcomes by:
Accommodating staff and tenants in good working and living conditions Leading and demonstrating sustainable management of high value natural and cultural heritage sites Providing renowned visitor and engagement experiences Accommodating our own trading operations and maximizing other income streams Fostering the social and economic well -being of the local population by providing facilities for private farm and other commercial enterprises Leading and demonstrating sustainable management in the face of climate change
However, a portfolio of this scale poses challenges, liabilities and risks such as:
Maintenance and repairs on a historic, pro-active and re-active basis Regular capital projects to refurbish existing buildings or new (often grant- aided) projects The expectation of significant increased investment in measures to mitigate carbon emissions from all our properties A range of staff across the Directorates administers the property to deliver a range of outcomes Defra do not specifically recognise that ownership of property is necessary for National Park Authorities, within the current National Park Grant formula Some other National Park Authority’s achieve National Park purposes without extensive property holdings
This Plan identifies the financial challenge to the Authority to:
Catch up with a ‘backlog’ of maintenance and repairs to our properties Budget for future on-going pro-active maintenance Plan and build up reserves to fund likely repairs/replacements after 2024 To prioritise the many capital investment projects including mitigation against climate change
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National Park Authority – Part A 14 February 2020
The financial requirement within the next 4 years of £3,500,000 has a reasonable probability of being covered by the existing Capital Fund, approved disposals, borrowing capacity, property reserves, potential grant aid and any revenue contributions available, subject to a future Capital Strategy being approved by Members.
However, there remains a significant medium and long-term financial requirement that the Authority will need to meet. Planning for this will be considered as part of the Authority’s normal financial processes and the following sources of funding will be explored.
Revenue (for maintenance and repair) Increased revenue income from property or trading Capital investment (the Capital Fund and borrowing) External Grant Aid Visitor giving and sponsorship
However, if it is not possible to finance the requirements from these sources, it may be that further property disposals (of whole or part) will be required. It may also be that some properties can be used more efficiently. It is therefore prudent to investigate opportunities in this respect as well as strengths, weaknesses or threats that such a strategy would entail. Investigations will include considering the ‘inalienable’ constraints on the Warslow Moors Estate with relevant Government Departments.
Carefully considered strategic acquisitions, which also raises income could also be considered.
It could be concluded that further disposals are inadvisable or inappropriate. However, early consideration would put the Authority in the best place to make decisions based on carefully considered detailed analysis and consultation.
It is recommended that the following properties be investigated in order of the priority below in the next 2 to 3 years.
1st Warslow Moors Estate 2nd Aldern House 3rd Fieldhead ( Edale) 4th North Lees /Stanage Estate 5th Other properties.
An Action Plan to examine these issues is provided at Appendix 6. It forms the key working document to agree actions, timetables and outcomes.
5. Are there any corporate implications members should be concerned about?
Financial:
2020-2024 Type of expenditure £ Condition Survey estimate to bring £700,000 properties up to a satisfactory condition - Revenue Condition Survey estimate to bring £1,300,000 properties up to a satisfactory condition-
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National Park Authority – Part A 14 February 2020
Capital Potential Capital Projects £550,000
Carbon Management Programme £1,000,000 Total £3,550,000
2024-2039 Type of expenditure £ Medium term maintenance 2024-2029 £1,800,000
Long term maintenance 2029-2039 £700,000
Potential Capital Projects £200,000 Carbon Management Programme £2,000,000 – 3,500,000 Total £6,200,000
6. The above figures are intended to provide insight into the required resource levels, which may be required. Expenditure is subject to approval in a future Capital Strategy and / or specific business cases, unless specific approvals are already in place.
Risk Management:
Risk Management issues are considered in Section15 of the CPAMP
7. Sustainability:
Sustainability is considered in Section10 of the CPAMP
8. Equality:
N/A
9. Background papers (not previously published)
10. Appendices
Appendix 1: Corporate Property Asset Management Plan Appendix 2: General description of the property portfolio Appendix 3: List of Provisionally Surplus Properties Appendix 4: Asset Disposal Procedure (2020) Appendix 4a: Disposal Procedure Appendix 5: Asset Disposal ‘tool kit’ (2020) Appendix 6: Action Plan (2020 -2024)
Report Author, job title and publication date Chris Manby, Corporate Property Officer 06 February 2020
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APPENDIX 1
PEAK DISTRICT NATIONAL PARK AUTHORITY
CORPORATE PROPERTY ASSET MANAGEMENT PLAN 2020 – 2024
EXECUTIVE SUMMARY
The Authority has a mixed portfolio of land and buildings with a current market value of £25m)
It delivers and presents great opportunities to contribute to our corporate strategy outcomes by:
Accommodating staff and tenants in good working and living conditions Leading and demonstrating sustainable management of high value natural and cultural heritage sites. Providing renowned visitor and engagement experiences Accommodating our own trading operations and maximizing other income streams. Fostering the social and economic well -being of the local population by providing facilities for private farm and other commercial enterprises Leading and demonstrating sustainable management in the face of climate change
However, a portfolio of this scale poses challenges, liabilities and risks such as:
Maintenance and repairs on a historic, pro-active and re-active basis Regular capital projects to refurbish existing buildings or new (often grant- aided) projects The expectation of significant increased investment in measures to mitigate carbon emissions from all our properties. A range of staff across the Directorates administers the properties to deliver a wide range of outcomes. Defra do not specifically recognise that ownership of property is necessary for National Park Authorities, within the current National Park Grant formula. Some other National Park Authority’s achieve National Park purposes without extensive property holdings.
This Plan identifies the financial challenge to the Authority to:
Catch up with a ‘backlog’ of maintenance and repairs to our properties Budget for future on-going pro-active maintenance Plan and build up reserves to fund likely repairs/replacements after 2024 To prioritise the many capital investment projects including mitigation against climate change
The financial requirement within the next 4 years of £3,500,000 has a reasonable probability of being covered by the existing Capital Fund, approved disposals, borrowing capacity, property reserves, potential grant aid and any revenue contributions available, subject to a future Capital Strategy being approved by Members.
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However, there remains a significant medium and long-term financial requirement that the Authority will need to meet. Planning for this will be considered as part of the Authority’s normal financial processes and the following sources of funding will be explored.
Revenue (for maintenance and repair) Increased revenue income from property or trading Capital investment (the Capital Fund and borrowing) External Grant Aid Visitor giving and sponsorship
However, if it is not possible to finance the requirements from these sources, it may be that further property disposals (of whole or part) will be required. It may also be that some properties can be used more efficiently. It is therefore prudent to investigate opportunities in this respect as well as strengths, weaknesses or threats that such a strategy would entail. Investigations will include considering the ‘inalienable’ constraints on the Warslow Moors Estate with relevant Government Departments.
Carefully considered strategic acquisitions, which also raises income could also be considered.
It could be concluded that further disposals are inadvisable or inappropriate. However, early consideration would put the Authority in the best place to make decisions based on carefully considered detailed analysis and consultation.
It is recommended that the following properties be investigated in order of the priority below in the next 2 to 3 years.
1st Warslow Moors Estate
2nd Aldern House
3rd Fieldhead ( Edale)
4th North Lees /Stanage Estate
5th Other properties.
An Action Plan to examine these issues is provided at Appendix 6 and forms the key working document to agree actions, timetables and outcomes.
CONTENTS
1. Introduction
2. Context
3. The Asset Management Process
4. Properties Categories-their contribution to corporate strategy outcomes 5. Assessment of Properties
6. Condition Surveys and the ‘backlog’ of maintenance and repairs
7. Cyclical / Annual maintenance
8. Medium and Longer Term Maintenance
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9. Capital investment
10. Sustainability
11. Existing and additional income
12. Indicative Resource implications
13. Further investigation required
14. Organisational Changes 15. Risk
16. Action Plan 17. Review
Appendix 1 – General description of the property portfolio Appendix 2 - List of Provisionally Surplus Properties Appendix 3- Asset Disposal Procedure (2020)
Appendix 4 – Asset Disposal ‘tool kit’ (2020)
Appendix 5 – Action Plan (2020 -2024)
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1. INTRODUCTION
The Authority owns or leases about 6070 hectares (15,000 acres) of property within the National Park. This is around 5% of the whole National Park area. The properties comprise of a very diverse mixture ranging from traditional tenanted agricultural and woodland estates, individual woods, and disused railway lines converted to recreational routes, the HQ building at Bakewell, Ranger, Visitor and Cycle Hire Centres. The whole portfolio would probably be worth up to £30,000,000 on the open market.
The property management responsibility is very significant. The following statistics give some indication of the scale of the Authority’s operation
200 separate ‘sites’ 350 buildings and structures many being of traditional vernacular construction 275 staff work in our properties 80 people live in our properties 150 tenancies and licences are granted to use our land and buildings
The Authority has acquired the properties over many years either for specific operational reasons or because acquisition was seen as the best or only means of achieving National Park purposes. The ‘peak period’ was in the 1980’s when the Monsal Trail, Eastern Moors and Warslow Moors estates were acquired.
The transfer of the Warslow Moors Estate from the Government to the Authority in 1986 was in particular a major acquisition of a traditional ‘landed’ estate with a large maintenance backlog. Another significant event was the re-opening of the previously ‘closed’ tunnels in 2014/15 on the Monsal Trail that transformed the facility and the cost and management input required.
The advent of cuts to the Authority’s budgets in 2011 saw the disposal of the National Park Study Centre at Losehill Hall and then a policy to ‘downsize’ the portfolio by disposal of two large properties to ‘partner organisations’. The Eastern Moors Estate (2505 ha) was leased to a partnership of the Royal Society for the Protection of Birds and the National Trust in 2011. The Roaches Estate (394 ha) was leased to Staffordshire Wildlife Trust in 2013.
In the last 5 years, other properties (mainly individual woodlands) have been sold with net capital proceeds of around £ 1.6 million. This Plan will be in operation from 1st April 2020 to 31st March 2024.
The purpose of this Plan is to provide a strategic and consistent approach to the management of our property portfolio, to ensure it meets our corporate strategy objectives, is well maintained and financially sustainable. The Plan concentrates on three key strategic questions, namely:
1. Is the scale of our existing portfolio required to meet the Authority’s needs? 2. What are the costs of current and future building maintenance? 3. How and at what cost will we need to adapt our buildings to meet our net zero carbon target?
In order to meet this strategic approach, the following will be undertaken:
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Review all Authority properties to ensure they meet National Park purposes and our Corporate Strategy targets, including the generation of additional revenue income for the near future.
Recommend the dispose of any properties that no longer meet National Park purposes and our Corporate Strategy outcomes. Disposal could be by sale, ending leases or other transfer arrangements.
Define the standard of condition our properties and develop a plan to ensure all meet this.
Identify the annual maintenance including statutory requirements for inspections and define who will be responsible for undertaking the works.
Identify future repair and maintenance requirement in the next 5 years and any major liabilities envisaged in the next 20 years
Consider what capital investment is required to develop our services and further contribute to National Park purposes and our Corporate Strategy outcomes.
Acquire any new properties that had better meet National Park purposes or our Corporate Strategy outcomes.
Define what standard of environmental performance our properties should achieve and the costs of doing so.
The benefits to the Authority are:
A property portfolio that meets our purposes and delivers our Corporate Strategy outcomes on landscape, audiences and communities.
A property portfolio that is well- maintained, consistently managed and a credit to the Authority.
A property portfolio that is financially sustainable within the likely future resources of the Authority.
Identification of the risks and liabilities involved with property ownership and management and ensure that these are properly taken account of in the normal (business as usual) processes and any development proposals being considered.
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2. THE CONTEXT
Property Asset Management
This Corporate Property Asset Management Plan has been produced drawing on several sources of reference. These include the RICS Public Sector – Property Asset Management Guidelines and examples of asset management plans /strategies from other organisations including National Park Authorities. It has also drawn on previous Asset Management Plans and the Strategic Property Review previously undertaken by the Authority.
One classic definition of an Asset Management Plan is that it is ‘the process which aligns business and property strategies, ensuring the optimisation of an organisations property assets in a way which best supports its key services and the business goals and objectives’.
It does not cover property management that relates to the day –to-day work that keeps land and buildings operating.
The strategic property asset management function must embrace and be supported by the whole organisation. A successful organisational culture, therefore, will see the use of property assets as a corporate issue and the efficiency and effectiveness of property asset use, as a corporate responsibility.
Policies and strategies
The Plan has been developed within the ‘context’ of the following policies and strategies.
The National Park Management Plan (NPMP) (2018-23) The NPMP is the partnership plan for the place (the National Park) - providing the framework for all Peak District stakeholders to work together to achieve national park purposes and conserve and enhance the special qualities. It outlines the main issues and priorities for the place and sets out how, together, these will be tackled.
The Corporate Strategy (2019-24) Through the corporate strategy, the Authority delivers its contribution to the National Park Management Plan. The vision – For the Peak District to be loved and understood as the UK’s original national park The mission – To speak up for and care for the Peak District for all to enjoy forever. The strategy is organised around three outcomes. The outcomes, KPI’s and their targets guide the Authority’s work for the next five years. The outcomes work together as an integrated set, rather than in isolation. The three outcomes are: Outcome 1: A sustainable landscape that is conserved and enhanced
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Distinctive landscapes that are sustainably managed , accessible and properly resourced High quality habitats in better condition, better connected and wildlife rich. Cherished cultural heritage that is better understood and looked after Outcome 2: A National Park loved and supported by diverse audiences Greater audience reach among under- represented groups A strong identify and excellent reputation driving positive awareness and engagement Active support through National Park touchpoints to generate sustainable income Outcome 3: Thriving and sustainable communities that are part of this special place. Influencing and shaping the place through strategic and community policy development Community development through building capacity, skills and engagement in local governance and community events. Active participation through sustainable projects that connect people to place Our organisational performance The Peak District National Park Authority is an agile and efficient organisation Our well- maintained assets support the delivery of our landscape, audience and community outcomes. KPI 26 – Develop a corporate Asset Management Plan – Director of Corporate Strategy and Development and Corporate Property Officer Develop and implement a new Carbon Management Plan for the Authority Director of Corporate Strategy and Development Head of Strategy and Performance The three Corporate Strategy outcomes and our organisational performance are key to our future decision making with regard to our property assets. Financial National Park Authorities were granted a settled budget until 2020; albeit at a level of central government grant some 35% lower in real terms than its level in 2010. Significant effort have been made to compensate for the reduction in budget by taking a more commercial approach to our operations and in particular exploring opportunities to increase ‘visitor giving’ and leverage of other external funding avenues. A separate charity to the Authority, the Peak District Foundation, has been established to help with this task. It was recognised when developing the current Corporate Strategy that generating such ‘sustainable’ income would take time. Our Corporate Strategy KPI 14: the amount and sustainability of Peak District National Park Authority’s income stream is to generate an extra £500,000 sustainable gross revenue income by 2024, commencing with a target of an extra £140,000 in 2019/20.
The financial settlement finishes in 2020 and we do not yet know what the new settlement from Government will be under the one year (Comprehensive) Spending Review. Early
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indications (at the time of writing) are that any settlement will be static at best and indeed may face a reduction in real terms. There are also pressures on the Authority’s existing budget with regard to pension provision and pay scales.
External political, economic, social and technology influences (PEST)
The effect of having left the European Union is another unknown factor and this could result in a significant change in the way that funding programmes are delivered to property managers. This may be negative or positive but the Authority’s property portfolio may be well placed to deliver ‘public goods’ under the new proposed Environmental Land Management Scheme (ELMS) and other schemes.
It is not yet known if and how Government in the next 4 years will take the Landscapes Review forward.
3. THE ASSET MANAGEMENT PROCESS
External consultants (DTZ/Smiths Gore) undertook the previous ‘Strategic Property Review’ on behalf of the Authority in 2013. Many of the recommendations in that review have been implemented. In particular, the key recommendation to reduce the size of the Authority’s property portfolio has steadily progressed. Proceeds have amounted to £1.6 million and been added to the Authority’s Capital Fund. Work on the new Corporate Property Asset Management Plan (CPAMP) began in June 2017. The Plan has been developed through a re-formed ‘Corporate Property Asset Management Group’ (previously the Integrated Property Board) chaired by the Corporate Property Officer. Other members of the Group are the Director of Corporate Strategy and Development, Head of Finance, Head of Law, Head of Strategy and Performance, Head of Visitor Experience Development, Head of Engagement and Corporate Property Manager. The work of the Group has periodically been reported to the Senior Leadership Team. Fundamental to the development of the CPAMP has been the collection of data relating to the whole property portfolio. In particular, since 2017 Condition Surveys have been undertaken for all our built properties. This is the first time that this has been done by in a comprehensive way. Other data collected has been with regard to tenure ( freehold or leasehold), constraints ( e.g. lease terms, grant conditions), one off larger costs in the future ( 5-10 years and 10-20 years), cyclical maintenance costs, future significant extra income potential, asset values and potential disposal proceeds of properties recommended for disposal. Additionally, aspirations for current and future capital investment projects across the portfolio have been collated.
4. PROPERTY CATEGORIES- THEIR CONTRIBUTION TO CORPORATE STRATEGY OUTCOMES Even with the leasing of the Eastern Moors and Roaches estates and other disposals in the last 10 years , the Authority’s property portfolio is still significant and arguably the most
Corporate Property Asset Management Plan 8 Page 48 extensive and complex of any National Park Authority. A general description of all the properties is attached at Appendix 1. Our properties can contribute to all three Corporate Strategy outcomes and in the case of the central HQ at Aldern House to our overall organisational performance. For the purposes of the Corporate Property Asset Management Plan (CRAMP), the properties are categorised by the ‘dominant’ contribution each one makes to the overall Corporate Strategy. As a broad guide the following properties fall into one of the four categories identified below. It is stressed, that several properties contribute to multiple outcomes, with North Lees /Stanage Estate and the Trails being the most obvious examples. Outcome 1: A sustainable landscape that is conserved and enhanced Minor Properties North Lees/Stanage Estate Warslow Moors Estate Woodlands Edale (Moors for the Future office)
Outcome 2: A National Park loved and supported by diverse audiences Campsites Car Parks Toilets Cafes and Refreshment Concessions Visitor Centres Cycle Hire Centres High Peak Trail Monsal Trail Thornhill Trail Tissington Trail Ranger bases Volunteer Centres Longdendale Classroom Macclesfield Forest Classroom Moorland Discovery Centre
Outcome 3: Thriving and sustainable communities that are part of this special place. Langsett Barn Community Meeting Room Our organisational performance Aldern House Ashford Depot (Countryside Maintenance and Projects Team)
5. ASSESSMENT OF PROPERTIES
As part of the asset management planning process, every property has been assessed as to whether it still meets the Authority’s purposes, needs and outcomes. The assessment ‘questions’ can be summarised as follows:
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Corporate Strategy ‘Fit’ - where we own property it will be because it fits one or more of the following needs: (a) Fits with our three strategic outcomes on landscape, engagement and communities (b) There is an operational need and that operational need can only be met by the particular property (c) Whether the land is integral to continuity of service delivery (d) If the property does not meet (a), (b) and (c) above, it offers or could offer significant revenue raising opportunities to warrant retaining it Where land or property satisfies any of the criteria at 1(a)-(d) above, it is unlikely to be surplus. Each case should be assessed on the circumstances associated with the land and the Authority's Asset Management Plan.
However, even if the land or property does not satisfy any of the criteria at 1(a)-(d) above, it could still be considered for disposal if it cannot meet the two criteria below. 2. Financial sustainability – we only own what can financially afford to sustain for now and for the period of the capital strategy 3. Asset condition – any property we own will be put into satisfactory condition and will maintained in this condition for the duration of ownership Already Approved Surplus Properties Four properties have already been approved for disposal. These include Lower Green House Farm, which should command a significant capital receipt. These are listed at Appendix 2. Provisionally Surplus Properties
Because of the initial assessment, ten properties have been categorised as ‘provisionally surplus’. They are also listed at Appendix 2. The final decision as to whether the property will be declared ‘surplus’ will only be taken after an internal and external consultation process which will not only ‘double check’ the initial assessment but will also decide on the most appropriate method of disposal to secure the future of the property under new ownership/management. To guide this process two new documents have been produced. A new Asset Management Disposal Procedure is attached at Appendix 3. Additionally, a new internal process ‘tool kit’ is attached at Appendix 4.
6. CONDITION SURVEYS AND THE ‘BACKLOG’ OF MAINTENANCE AND REPAIRS All the Authority’s occupied built properties have had a consistent condition survey undertaken and been given a category of condition as Good, Satisfactory, Poor or Bad. A priority need for action as Urgent, Essential, Desirable and Long Term has also been determined for all defects. The Condition Surveys have been undertaken based on the physical condition of the building alone with no regard to its use or its contribution to National Park purposes or Corporate Strategy outcomes.
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The Condition Surveys have identified (expectedly) a significant ‘backlog’ of repairs and maintenance. The Corporate Strategy (2019-24) states that ‘Our well- maintained assets support the delivery of our landscape, audience and community outcomes’. The definition of ‘well- maintained’ would ideally be to a ‘Good’ condition, but it has been agreed that ‘Satisfactory’ condition is the realistic aim over the life of this Plan. This would not preclude the Authority aiming higher for some or all of the ‘visitor facing’ properties. Based on obtaining ‘Satisfactory’ condition, it is estimated that there is a backlog of maintenance in the region of £2,000,000 to be addressed in the next 4 years. This figure can be divided into two categories. 1. Revenue -Minor maintenance and repairs (such as windows, doors, gutters, decoration etc.) that will need to be met from revenue funds -£700,000. 2. Capital -More significant work that will result in the assets future being secured in the long term. This work will need to be met from either revenue or capital funds - £ 1,300,000 A start has been made on addressing the backlog with £200,000 additional one off funding being allocated for this purpose and the use of existing Reserves and the Capital Fund. The staffing resource in the Corporate Property Team has been increased to take account of the predicted workload. 7. CYCLICAL /ANNUAL MAINTENANCE The Condition Surveys also identified and costed the annual maintenance requirements and longer period maintenance requirements such as internal and external decoration. The annualised maintenance liability across the portfolio is around £200,000 per annum. Responsible managers will need to ensure that the appropriate sums are available in individual revenue budgets. The responsibility for ensuring that the maintenance work is commissioned lies with the service occupier as the overall budget holder for the property (except in the cases of Aldern House and the Moors for the Future offices where the Corporate Property Team are the budget holder). 8. MEDIUM AND LONGER TERM MAINTENANCE Longer term larger scale maintenance works (after 2024) has been forecast on a property- by-property basis. These are mainly capital type works such a re-roofing, replacement windows etc. Clearly, these are only ‘rough estimates’ but give an indication of costs for future financial planning purposes. It is recommended that provision be made to meet these costs by building up realistic Reserves for each property or group of properties over the next 4 years. Alternatively, capital financing may be used, whether from external grant, use of the Capital Fund, or borrowing. 2024-2029 - £1,400,000 2029-2039 - £300,000 9. CAPITAL INVESTMENT As well as ensuring existing properties are satisfactorily maintained, there is a requirement to invest in the Authority’s properties for a number of different reasons or combination of
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reasons. Again, the ‘dominant’ driver is used to categorise the reason. The following projects are under consideration. Maintain or improve existing services and income streams Ashbourne Cycle Hire Centre – replacement of existing timber building Brunts Barn volunteer centre and Ranger base – improve facilities Trentabank – re- develop the ranger base to provide more suitable staff accommodation, visitor interpretation and new community room to expand the existing services. Conservation North Lees/Stanage Estate proposals following review Restore buildings of important cultural heritage Warslow Moors Estate -Hobcroft Barn – structural work to field barn in danger of collapse Warslow Moors Estate -Pump Farmhouse – works to farmhouse before re-letting in 2021 Warslow Moors Estate -Hayeshead house and barn –long term project to restore derelict house and barns for new use. Roystone Rocks field barn –recently partially collapsed barn in need of rebuilding or demolishing Meet landlord’s obligations Big Fernyford Farm – modern farm building that needs significant repair or replacement Pump Farm – new farm buildings prior to re-letting in 2021
All of the above projects (except Hayeshead house and barn) are likely to need implementation in the next 4 years. The total estimated gross costs of these projects is £750,000. However some projects will not go ahead without grant aid being obtained or making a contribution to cost. The potential costs are therefore estimated in the region of £550,000. Income-generating proposals will be funded from borrowing. Some of these costs can be met from accrued reserves and/or the Capital Fund. Each project will be subject to a Business Case. 10. SUSTAINABILITY The Authority is committed to meeting the national target of being carbon net zero by 2050. Discussion is on-going as to whether the Authority should bring this target forward. Other authorities have committed to an earlier date to meet net zero for their operations, for example, the Lake District National Park Authority has committed to 2030 and Derbyshire County Council has committed to 2032. The Authority will develop or adapt an environmental indicator methodology to help measure our built assets environmental performance. This will be based on best practice, and will enable us to rank our properties performance against specific environmental credentials from poor to exemplar. It will reflect the principles for sustainable buildings in
Corporate Property Asset Management Plan 12 Page 52 the Climate Change and Sustainable Building Supplementary Planning Document alongside more general guidance. Finally, it will take account of the needs and restrictions on traditional and historic buildings, which form a significant part of our property portfolio. The Authority’s 70 occupied and operational properties will be assessed against the above environmental indicator methodology. A further Carbon Management Programme will be developed to make improvements to our built portfolio with regard to their energy efficiency, water use, waste management and their ability to support carbon offsetting. We will seek to minimize carbon emissions from our operational properties. Many of the projects that we will need to undertake to get closer to carbon zero will have a reduced financial business case, and in many cases, there will be no financial business case (i.e. it will cost the Authority more to implement and we will not be recompensed in the future with lower ongoing expenditure). The sole reason for doing the majority of works will be to get closer to carbon zero. This will require a very different way of assessing business cases, especially if we are weighing up these with business cases with a financial benefit.
The above works will also require significant one off funding. Detailed costings are currently being estimated but a ballpark estimate is a total in the region of £3 to £4.5 million to meet the net zero target. 11. EXISTING AND ADDITIONAL INCOME The portfolio generates a significant revenue stream from rents, charges, environmental and other grant aid as well as trading income. Full financial cost recovery of services is aspired to as a general principle but due to the nature of our properties, which primary function is delivering services/outcomes this is seldom achieved. Therefore, the properties do have a net cost on a revenue basis. The benefits of delivering our services/outcomes (reasonably now defined, as ‘public goods’) are difficult to quantify in financial terms. It is generally accepted that these benefits justify the net cost, which is around 6% of the overall Authority annual budget. Additionally, some properties do already provide a good income stream without significant cost to the Authority.
However, KPI 14 requires that our income stream generate an extra £500,000 sustainable gross revenue income by 2024, commencing with a target of an extra £140,000 in 2019/20. The property portfolio is the main contributor to achieving these targets. Most properties are already delivering well against income targets but it may be possible to increase revenue further in some cases. This factor needs to be taken into account into any decision relating to the retention or disposal of individual properties.
12. INDICATIVE RESOURCE IMPLICATIONS OF THE RETAINED PROPERTY PORTFOLIO
2020-2024 £ Type of expenditure Condition Survey estimate to bring £700,000 properties up to a satisfactory condition - Revenue
Corporate Property Asset Management Plan 13 Page 53
Condition Survey estimate to bring £1,300,000 properties up to a satisfactory condition- Capital Potential Capital Projects £550,000
Carbon Management Programme £1,000,000
Total £3,550,000
2024-2039 £ Type of expenditure Medium term maintenance 2024-2029 £1,800,000
Long term maintenance 2029-2039 £700,000
Potential Capital Projects £200,000 Carbon Management Programme £2,000,000 – 3,500,000
Total £6,200,000
The financial requirement within the next 4 years of £3,500,000 has a reasonable probability of being covered by the existing Capital Fund, approved disposals, borrowing capacity, property reserves, potential grant aid and any revenue contributions available, subject to a future Capital Strategy being approved by Members.
However, there remains a significant medium and long-term financial requirement that the Authority will need to meet. Planning for this will be considered as part of the Authority’s normal financial processes and the following sources of funding will be explored.
Revenue (for maintenance and repair) Increased revenue income from property or trading Capital investment (the Capital Fund and borrowing) External Grant Aid Visitor giving and sponsorship
However, if it is not possible to finance the requirements from these sources, it may be that further property disposals (of whole or part) will be required. It may also be that some properties can be used more efficiently. It is therefore prudent to investigate opportunities in this respect as well as strengths, weaknesses or threats that such a strategy would entail. Investigations will include considering the ‘inalienable’ constraints on the Warslow Moors Estate with relevant Government Departments.
Carefully considered strategic acquisitions, which also raises income could also be considered.
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It could be concluded that further disposals are inadvisable or inappropriate. However, early consideration would put the Authority in the best place to make decisions based on carefully considered detailed analysis and consultation.
It is recommended that the following properties be investigated in order of the priority below in the next 2 to 3 years.
13. FURTHER INVESTIGATION REQUIRED It is recommended that the following properties be investigated in order of the priority below in the next 2 to 3 years. 1st Warslow Moors Estate 2nd Aldern House 3rd Fieldhead ( Edale) 4th North Lees /Stanage Estate 5th Other properties. A brief commentary on each property is given below: Warslow Moors Estate The Estate has been managed on a ‘full cost recovery’ basis for the last 7 years. However, the recent Condition Surveys have highlighted a significant liability for maintenance and repairs. This is not because the Estate has been poorly maintained and indeed the reverse is the case with many maintenance, repair and replacement projects being funded through the Estate revenue budget each year. A number of capital refurbishment projects mainly to residential properties have also been undertaken in recent years. These have been funded through borrowing which increased rental returns more than covering the cost of borrowing However, with around 200 buildings on the Estate – most being of a traditional nature- it is not entirely surprising that the Condition Surveys have revealed that there is much more to do. It would be impossible to meet these costs and maintain the ‘full cost recovery’ model for the estate so an alternative model needs to be considered. It would be ideal if the ‘bill’ for the Estate could be funded from the property itself without ‘drawing’ on resources from other Authority properties. The opportunity could be taken to reduce the liabilities on a few key properties and use the capital from disposal to fund capital refurbishment on the Estate. However, the Estate was transferred to the Authority under the Inheritance Tax Act 1984 in lieu of tax owed by the previous owners. The transfer to the Authority (as a suitable Sec 3 body under the Act) was in the interests of preservation of heritage as an ‘integral and major part of the cultural life of this country’. A Schedule 3 body has a duty to ‘hold such property in trust for the public’, hold the property, and manage it in accordance with such directions as May given by the Minister (as defined by the Estate Management Plan)
The Estate is therefore ‘inalienable’ (cannot be sold) without the express consent of the Secretary of State for the Department of Digital, Culture, Media and Sport (DCMS). It is hoped that the Authority might obtain consent for some disposals so that the proceeds can be reinvested back into the property. This could fund a number of capital projects (without
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the need for borrowing) thereby releasing more of the revenue budget to fund revenue maintenance and repairs. This could enable the Estate to be kept on a ‘full cost recovery’ basis. The Authority is currently in discussion with DCMS about the general principal of the above. If the principal were acceptable, more specific proposals for strategic disposal of some properties would be put forward to DCMS on a ‘case by case’ basis. Properties would need to be selected on one or more of the following basis. Least important in terms of national heritage value and therefore most likely to be agreed to by DCMS Least important in terms of National Park purposes and Corporate Strategy outcomes Least potential for revenue income Most potential to avoid expenditure on a capital and revenue basis Preferably, located on the geographical periphery of the Estate If the principal of limited disposals is not acceptable to DCMS, the possible transfer of the whole estate to another Sec 3 body may need to be considered although the likelihood of another body wanting to acquire it may be very limited. Aldern House The option of disposing of Aldern House and moving the Authority’s HQ to another location has been considered on several occasions in the past. The Director of Corporate Strategy has again examined it and Development and the same conclusion to retain the HQ at Aldern House has been reached. However, it is considered that the space could be used more effectively given modern technology and work practices. If internal space could be rearranged, it would allow the opportunity to relocate staff based elsewhere back to Aldern House. Alternatively or in addition, more space could be leased to third parties to increase revenue and reduce the net cost of managing the property. Field Head (Edale) The Authority purchased Fieldhead in 1960. The site was developed as a campsite with an Authority employed warden living in the house. A Ranger Base was also established in the outbuildings the emphasis of the site significantly changed when the then poorly maintained campsite warden’s house was converted into office space for staff from the evolving Moors for the Future project. Additionally, the Moorland Visitor Centre was built connected to the original house. The expansion of the MFF project in recent years has necessitated the expansion of the office space into the footprint previously part of the Visitor Centre. The campsite is now leased to a private operator who firstly lived on site in a caravan and then off site. Car parking at the site is not available to the public but visitors can access the Visitor Centre on foot. The development project was funded from a significant HLF grant. It is a condition of the grant that the office and visitor centre buildings are used for that purpose until 2021. The current lease to the campsite operator expires in 2022. It is therefore an appropriate time to review the future of this site. This review needs to take account of: The future office needs of the MFF project, The effectiveness of the Visitor Centre and campsite in delivering engagement in a cost effective way
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Income generation Future ideas for the site such as a Climate Change Observatory. North Lees /Stanage Estate The disposal of the Estate (by way of a long lease to a ‘partner organisation’) was firmly rejected by Members in the recent past. Since then the Estate has been given ‘strategic certainty’ as one of the Authority’s key assets delivering multiple outcomes on nature conservation, cultural heritage, visitor experience, engagement and income generation. Its proximity to Sheffield has also given great opportunity for engaging with diverse audiences and using volunteers. The Estate is therefore perhaps best placed of all the Authority’s properties to expand this work and help to reach the relevant targets set out in the Corporate Strategy. There is a very strong community interest in the property through the Stanage Forum. The Estate is also within the Sheffield Moors Partnership area. A review of the property is currently underway to ascertain whether more income can be raised from the various ‘components’ of the Estate. This may necessitate some capital investment to achieve but any such investment would be achieved through a borrowing arrangement and/ or external funding. Once this review has been completed, it will also be possible to examine whether the disposal of any of the component parts of the property could be considered which would not be to the detriment of the Estate outcomes including its financial viability. The proceeds of any disposal could either be used to reduce the cost of the capital investment in the Estate. Other properties Trentabank – this site is owned by United Utilities (UU) and comprises of a car park, toilets, Ranger Base, classroom and secure wildlife area. It is leased to the Authority albeit it expired in 2013 and is ‘running on’ by mutual agreement. There is a joint Ranger Service agreement relating to the area and Engagement and Learning and Discovery Rangers deliver services from the site. There is a proposal to re- develop the ranger base to provide more suitable staff accommodation, visitor interpretation and provide a new community room to expand the existing services. The Ranger Service agreements with several water companies are under review and the future of this site and others will be part of this work. Blore Pastures and the Narlows and car parks, Dovedale Toilets – the car parks may have income-generating possibilities that need to be further explored. However, these sites could be considered for disposal. Any disposal proposal would need to meet the Authority’s Asset Disposal Procedure. 14. ORGANISATIONAL CHANGES TO CONSIDER Asset Disposal Procedure
A new Asset Disposal Procedure is attached at Appendix 3. The Authority’s Democratic and Legal Service have produced this in consultation with the Corporate Property Officer and other relevant staff.
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‘Tool Kit’ for disposal of property assets
This process note complements the Asset Disposal Procedure and gives officers a stage-by- stage process of disposing of Authority property. This note is based on ‘learning’ from the Minor Properties Disposal Project. The Senior Leadership Team and the Chair of the Authority have requested it. The eleven-stage process is attached at Appendix 4.
Corporate Landlord approach The concept of the Corporate Landlord (CLL) is that the ownership of an asset and the responsibility for its management and maintenance is understood and shared between service areas (as Corporate Tenant) and the Corporate Property Team (as the Corporate Landlord). The Corporate Tenant priority is to plan and deliver their services. The CLL function is to ensure all services are adequately accommodated and to maintain the property assets. The CLL responsibility overall corporate priorities. The CLL concept will be further considered as a separate project in the Action Plan referred to below. 15. RISK Prior to 2024, it is considered that the Authority will be able to satisfactorily manage its property portfolio including making appreciable progress on meeting net zero carbon targets. There is lot to do with regard to catching up with the maintenance identified in the Condition Surveys but following the re-structure of the Corporate Property Team to provide more building and facilities management, the risk of lack of capacity in this area has been mitigated in anticipation.
Post 2024, there will be a serious challenge to meet the anticipated financial requirement in particular meeting net zero carbon targets. However, it is hoped by early identification of the issues and sufficient planning it may be possible to meet or partially meet requirements without the disposal of significant numbers of properties. The investigation described in section 13 above, should help to mitigate the potential situation. The recent experience of attempting to dispose of several ‘Minor Properties’, demonstrated that it is a ‘challenge’ to transfer properties to new owners who will continue to meet our objectives. There is always a risk in this and extra resources in monitoring disposals will present extra funding requirements without the guarantee of total protection. However, freehold or lease disposals have been satisfactorily achieved in the past without issues if the right new manager can be found. The new Asset Disposal Procedure and associated ‘Tool Kit’ described at section 14 will also help to mitigate risks within the process of disposals. 16. ACTION PLAN AND MILESTONES The Action Plan at Appendix 5 sets out x actions to be undertaken over the next two years 17. REVIEW The Corporate Property Asset Management Group will monitor progress on the Action Plan on a quarterly basis to coincide with the Authority’s normal Performance Management
Corporate Property Asset Management Plan 18 Page 58 process. Members would be updated on the Action Plan progress and results on an annual basis.
Corporate Property Asset Management Plan 19 Page 59 This page is intentionally left blank APPENDIX 2: DESCRIPTION OF PROPERTIES
The Authority owns about 6070 hectares (15,000 acres) of property within the National Park. This is around 5% of the whole National Park area. The properties comprise of a very diverse mixture including a traditional tenanted agricultural Estate, disused railway lines converted to recreational routes, the HQ building at Bakewell, Ranger, Visitor and Cycle Hire Centres.
The Authority has acquired the properties over the years either for specific operational reasons or because acquisition was seen as the best or only means of achieving National Park purposes.
It has been necessary for the Authority to review the future of its landholdings and, in particular, in the light of reductions in the Authority budget. A number of properties have already been reviewed and in particular, the Eastern Moors Estate and the Roaches Estate have been leased to partner organisations such as the National Trust, the RSPB and the Staffordshire Wildlife Trust. A significant number of woods have also been sold in the last 5 years.
Stanage/North Lees Estate
Stanage/North Lees Estate was purchased in 1971 to protect its outstanding landscape and wildlife value in the face of intense visitor pressure. The land comprises 524 hectares (1,296 acres) divided between heather moorland, rough grazing and bracken, in-bye land enclosed by dry stone walls and woodland. Parts of the Estate are of considerable wildlife value, particularly for moorland birds. The moorland and rough grazing areas are designated as a Site of Special Scientific Interest (SSSI). There are also a number of Scheduled Ancient Monuments.
The entire Estate, excluding woodland, consists of one farm holding. The farm including the farmhouse, buildings, in-bye and moorland is let on a farm business tenancy to a local farmer. A Countryside Stewardship agreement is key to the economics of the tenants business and aims to achieve a balance between farming and conservation objectives. Adjoining the farm buildings is an imposing Grade II* Elizabethan tower called North Lees Hall
Central to the Estate is Stanage Edge, a spectacular crag that is under a great deal of visitor pressure due to its proximity to Sheffield and its widespread reputation amongst climbers. The Authority has provided car parks and toilet block. A campsite with 60 tent pitches and 7 camping pods (including an accessible pod) open all year is run in-hand by the Authority and is extremely popular, particularly with climbers and outward-bound groups.
Warslow Moors Estate
The Warslow Moors Estate was acquired as a "capital transfer in lieu of tax" in 1986. It is a large but fragmented Estate of 1902 hectares (4,700 acres) spread over a 10-mile distance north to south. The nucleus is around Warslow village. The majority of the Estate classed as being of ‘heritage quality’ by the Government and is of high landscape and conservation value. Much of the Estate is part of the Leek Moors SSSI. Management is varied, as the Estate comprises of 14 main agricultural holdings and a further 6 ‘land only’ holdings, 12 cottages, church/former schoolroom, a public house
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as well as seasonal mowing and grazing land, extensive tracts of moorland and blocks of woodland. Approx. 607 hectares (1,500 acres) of the moorland is leased and licensed to the Ministry of Defence as part of the Upper Hulme Military Training Area.
A part time Estate Ranger is based on the Estate and carries out a range of practical duties including liaison with tenants, neighbours and contractors.
Minor Properties
The Authority owns 20 smaller properties throughout the National Park. They range in size from very small amenity sites to 38 hectare (95 acres) of agricultural land. They are largely owned and managed to promote their high conservation value with appropriate integration of agriculture and recreation. Most of the sites have high ecological or archaeological interest and some are within SSSIs and SACs (Special Areas of Conservation). Many of the sites were purchased in order to carry out reclamation schemes to reinstate disused quarries, lead rakes and refuse tips. They now contain locally rare and attractive plant species and display interesting geology.
Annual programmes of dry stone wall rebuilding and maintenance of traditional buildings is required to enhance the living landscape. Most of the properties are grazed during the summer by livestock from local farms. This is a vital tool used to enhance species-rich grassland and provides income towards the maintenance of the estate.
Recreational facilities for the public include picnic sites, a wheelchair route for disabled people at Tideswell Dale and an archaeological trail at Roystone Rocks, near Ballidon. A number of the properties are in Environmental or Countryside Stewardship Schemes.
A review of the Authority’s need to manage all these properties was undertaken. A number of properties were put on the market but only one was disposed of.
Woodlands
Following the Woodland Disposal Project, the Authority now manages about 90 woods.
The woodlands are important for the following National Park purposes Much of the National Park is intensively farmed with little value for wildlife, so that woodlands provide a natural haven for wildlife and plants. Many woodlands that the NPA owns are on the sites of ancient semi-natural woodland such as Marianne Grace, Pigtor, and Millmoorehead. Others are part of SSSIs. The emphasis on managing such woodlands is to increase biodiversity.
Woodland has a unique ability to absorb visitors for them to enjoy recreation in the National Park. The NPA owns Shire Hill on the edge of Glossop that has full public access. A new hilltop woodland has been created at Kenslow Knoll served by a new public footpath. These are some of the 29 woodlands that have been dedicated under the CROW Act to provide access in perpetuity.
Economic activity- local contractors, sustaining skilled, woodland work in the countryside, manage NPA woodlands. Timber is provided to small-scale local users and for firewood. . Small, isolated woodlands are characteristic of the landscape of the White Peak, standing out as dramatic features on a bare plateau. The NPA has acquired a unique holding of woodlands on hilltops and skylines s uch as Minninglow, Aleck Low, Beelow and Snelslow..
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Eastern Moors Estate
Eastern Moors Estate was purchased from the (then) Severn Trent Water Authority in 1984, with financial assistance from the National Heritage Memorial Fund, the Countryside Commission and the (then) Nature Conservancy Council. The largest of the Authority's estates, it comprises 2505 hectares (6,190 acres), mainly of heather and grass moorland. Dramatic gritstone crags known collectively as the Eastern Edges dominate the western edge. The land is almost wholly unaffected by buildings or other man-made structures. It is of exceptional ecological and archaeological interest. Much is designated as an SSSI and there are numerous Scheduled Ancient Monuments. It is popular with walkers and, on the edges, with climbers. The moorland is now all ‘open access’. Limited car parking is provided for visitors.
The Authority granted a 15-year lease of the Estate in January 2011 to a partnership between the National Trust and the RSPB (The Eastern Moors Partnership). The Authority still has an input into the future management of the Estate by attending a bi- annual Key Stakeholders meeting with the Partnership.
Roaches Estate
The Roaches Estate was purchased in 1980. This followed pressure on the Authority from conservation and recreation interests to secure its future after a period of heavy overgrazing by sheep and problems with access to the climbing crags. The Estate extends to 394 hectares (975 acres), comprising mostly of moorland but also semi-improved grazing land and woodland. Virtually the whole Estate is within the Leek Moors SSSI.
Rockhall Cottage, an 18th century 'folly' on an ‘island’ site on the Estate was purchased and subsequently refurbished in 1992. It is now let on a 50-year lease to the British Mountaineering Council as overnight accommodation for climbers.
The dramatic rock edges are a focal point for intense recreational pressure on the Estate. Car parking restrictions (and improvements) were introduced in the early !990’s in order to control the overwhelming car numbers coming that were causing traffic hazards and blocking the roads for agricultural and emergency access.
The Estate was leased to the Staffordshire Wildlife Trust on a 125-year term from 2013. The Authority has a limited input into the current management.
Trails
Four former railway lines, which have been converted to multi, use recreational paths for use by walkers, cyclists and horse riders. The High Peak and Tissington Trails were designated as definitive public bridleways in 1999. Many thousands of people use the Trails each year. There are a number of car parks (on the sites of former stations) along the Trails, which have a variety of facilities including toilets, picnic areas and refreshment concessions (see below). There are also cycle hire centres at Parsley Hay (on the High Peak Trail) and at Ashbourne (on the Tissington Trail). The Trails are also of high conservation and cultural heritage value with a wide variety of floristic interest on the cuttings and embankments, woodland and geological formations. There are over 100 railway structures including listed structures at Monsal Dale, Millers Dale and Minninglow/Roystone
Some of the railway infrastructure remains and the most substantial site is Miller Dale Station where the derelict goods shed and ticket office remain. The Authority secured a grant of £320K for the goods shed in 2019 and restoration is currently underway. The building will be used as an
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interpretation space to encourage exploration of the surrounding area, benefitting the rural economy.
Tissington Trail - opened in 1971 and runs for 13 miles between Ashbourne and Parsley Hay.
High Peak Trail - opened in 1973 and runs for 101/4 miles within the National Park between Dowlow (south of Buxton) and Longcliffe.
Monsal Trail - opened in 1981 and runs for 81/2 miles between Bakewell and Blackwell Mill (three miles east of Buxton). In 2009/2010, an exciting project commenced to open up four closed tunnels and link the Trail to Buxton.
Thornhill Trail - opened in 1995 and runs for 1 mile between Bamford and the Ladybower Reservoir.
The Senior Trails Ranger and Trails Ranger who are based at Tissington staff the Trails.
Car Parks
Forty-eight car parks are managed throughout the National Park. These range in size between 10 and 150 spaces and provide parking for 2,500 vehicles. Up until 1994, 10 of these car parks levied a modest charge through an honesty box system. Since 1994 pay and display, machines have been introduced on to 18 sites. These machines now produce significant revenue for the Authority. The Countryside Maintenance and Projects Team collect litter deposited on the car parks.
Toilets
Eighteen public toilets are provided on the above car parks plus one stand –alone toilet block at Dovedale situated adjacent to the main privately owned car park.
Some toilets are serviced by a part-time cleaner employed by the Authority; a private contractor on behalf of the Authority maintains others.
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Cafes and Refreshment Concessions
Fifteen refreshment concessions are let on the car parks. Five of these are rooms within buildings on the site, the remainder are mobile units. In addition, new cafes have recently been established at Castleton Visitor Centre and Millers Dale Station car park.
Campsites
Two sites are owned but managed as follows:
North Lees (Hathersage) - managed in hand as part of North Lees Estate and particularly popular with climbers using Stanage Edge.
Fieldhead (Edale) - leased for 5 years to a private operator. The site now provides good accommodation for 45 tents.
Visitor and Cycle Hire Centres
The Authority has four Visitor Centres at Bakewell, Castleton, Edale and Fairholmes with a small information point at Millers Dale Station on the Monsal Trail. These centres attract about 400,000 visitors per year.
The Authority also manages four-cycle hire centres at Ashbourne, Derwent, Parsley Hay and Hulme End. Around 450 cycles are available for hire including a range of specialist cycles. For use by disabled people.
Corporate Office sites
Aldern House is the headquarters of the National Park Authority. The building is a large country house (Grade 2 Listed) with various 20th Century additions, there is also extensive car parking, gardens and grounds. The site currently provides good quality office accommodation for approximately 175 staff and 15 tenants who generate a significant income.
Significant effort and resources have been invested in improving the accommodation on offer and making better utilisation of the space available over the last 5 years and a programme of work has been undertaken to improve the property so that it is fit for purpose. This is a continuing initiative and it is hoped that the property is now more adaptable and able to more easily accommodate the changing needs of the organisation. The site has also undergone significant improvements to improve its environmental performance and it is now used as a case study for how efficiency improvements and use of renewable energy can be achieved within a listed building.
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The Authority also operates the majority of the Moorland Centre site at Edale as a corporate office facility housing the Moors for the Future team as well as ranger staff. This site has also undergone significant improvements recently to better accommodate the teams based there and now provides accommodation for 30+ staff as well as a significant amount of storage and lab space for the operations of the project.
Ranger Briefing Centres, Learning and Discovery bases, Workshops and Ashford Store
There are 13 Ranger Briefing Centres, Learning and Discovery bases and workshops. Ashford Store is situated near Bakewell and is currently being renovated as a work base for the Countryside Maintenance and Projects Team.
Conservation Volunteer Centres: Two Conservation Volunteers centres providing residential accommodation, the Authority owns workshops and storage space. One is based at Brunts Barn, Grindleford in the North of the Park and the other at Marsh Farm, Near Leek in the South.
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Appendix 3 - List of already approved and provisionally surplus properties
Already approved for disposal
Lower Green House Farm, Calton Hartington Moor Woods Aldwalk Tip wood Hollowbrook Wood Great Hucklow Wood
Provisionally surplus properties
Marsh Farm Volunteers Centre and Ranger Base Lea Farm fields and Barn Ravensdale resident’s car park Earl Sterndale Village Green Magpie Mine Millersdale Quarry Caskin Low and Hartington Moor woods Green Lane Pits Brockett Booth woodland Meadow Place woodland
Page 67 This page is intentionally left blank Appendix 4- Asset Disposal Procedure (2020)
Asset Disposal Procedure
1. Introduction
1.1 It is Government policy that local authorities should dispose of surplus property wherever possible but not divest themselves of valuable public assets unless they are satisfied that the circumstances warrant such action.
1.2 The Authority’s Asset Management Plan is currently being reviewed and will be submitted to Committee for approval in February 2020.
1.3 This procedure shall apply to all disposals (as defined in paragraph 1.4 below) of property of the Authority. Property includes land and buildings.
1.4 Disposal includes sale of freehold interest, grant of leasehold interest of more than 7 years and assignment or surrender of unexpired term of lease where more than 7 years are remaining (see separate note for leases or licences of 7 years or less).
1.5 All disposals must be led by a professionally qualified Surveyor working in conjunction with other relevant officers.
2. The principles guiding disposal
2.1 The Authority is empowered to acquire, hold, use and dispose of land for its statutory purposes. A disposal must be undertaken using the appropriate powers and in accordance with all legal requirements. In particular, when exercising any functions in relation to, or to effect, land in the National Park, the Authority must have regard to the purposes specified in paragraph 3.1.1(a) below).
2.2 Disposals are also subject to the principles of open competition, fairness, transparency and reasonableness (including financial rationality).
2.3 Disposals must comply in all respects with the Authority’s Standing Orders [link to S.O’s].
3. Powers and legal framework
3.1 STATUTORY PURPOSES
3.1.1 When exercising its powers to dispose of a freehold or leasehold interest in land, the Authority must: a) pursue its statutory purposes of conserving and enhancing the natural beauty, wildlife and cultural heritage of the area comprised in the National
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Page 69 Park, and of promoting opportunities for the understanding and enjoyment of the special qualities of the area by the public (giving priority in the event of conflicting purposes to the purpose of conserving and enhancing the natural beauty, wildlife and cultural heritage of the National Park); b) seek to foster the economic and social well-being of local communities within the National Park; and c) have due regard to the needs of agriculture and forestry and to the economic and social interests of rural areas.
3.1.2 The three purposes above are referred to in this document as “the Overarching Principles”. Applying the Overarching Principles may result in the need to impose covenants or restrictions to give effect to them (“the Overarching Principles Restrictions”). In any case, where it is not considered necessary or appropriate to impose Overarching Principles Restrictions, officers should consider whether, taking into account all the individual circumstances of the property including the nature and location of the property, compliance with the Overarching Principles would be sufficiently effected and protected by the Authority is planning policies. If it is considered that planning policies may not provide sufficient protection, officers should consult Legal Services on what (if anything) should be done to give effect to the Overarching Principles. This may necessitate enquiries being made of potential bidders, and consideration of their intentions and how they would help the Authority to comply with its statutory purposes and the Overarching Principles (notwithstanding that the property could be transferred to another party at a later date).
3.2 S123 LOCAL GOVERNMENT ACT 1972
Best Consideration 3.2.1 Section 123 Local Government Act 1972 imposes a legal obligation on the Authority not to dispose of land (otherwise than by way of a short tenancy not exceeding 7 years) for a consideration less than the best that can reasonably be obtained. Best consideration reasonably obtainable is not limited to the purchase price, but may include a term or condition attached to the disposal, which identifies a specific direct and quantifiable commercial benefit to the Authority, such as an option or pre-emption clause.
3.2.2 The imposition by the Authority of Overarching Principles Restrictions in order to comply with the Overarching Principles does not of itself constitute a breach of the s123 duty to obtain the best consideration reasonably obtainable. This is because the Authority is required to exercise its functions (which include powers and duties) under section 123 in accordance with the Overarching Principles in any event. The value of the property with such Overarching Principles Restrictions is not for that reason alone a disposal at an undervalue. However, the best consideration reasonably obtainable for the land with those Overarching Principles Restrictions would still need to be obtained.
3.2.3 The duty to obtain the best consideration reasonably obtainable can normally be satisfied by carrying out an open market disposal. However there are certain allowable exceptions to such a disposal (see paragraph 4.7 below), which may
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Page 70 result in the land being disposed of at an ‘undervalue’. Where one of these exceptions is considered Programmes and Resources Committee (whatever the value of the property) must approve this, who must be made aware of the following: a) The justification for the proposal; b) how the proposal satisfies the terms of the Local Government Act 1972 General Disposal Consent (England) 2003 (the General Disposal Consent), namely: i) the disposal is likely to contribute to the promotion or improvement of the environmental, social or economic well-being of the whole or any part of the area or any persons resident or present in the area, and ii) the undervalue is less than £2m c) a valuation of the land following the advice provided in the Technical Appendix to the General Disposal Consent
If the proposed disposal does not satisfy the terms of the General Disposal Consent, the specific consent of the Secretary of State will be required.
3.3 OTHER CONSIDERATIONS
3.3.1 Sale of open spaces - s123 (2A) Local Government Act 1972 requires an authority to advertise its intentions in a local newspaper for two consecutive weeks and to consider objections before a decision on disposal is made. Open space means any land which is laid out as a public garden, or is used for the purposes of public recreation, or is a disused burial ground (s336 (1) Town and Country Planning Act 1990).
3.3.2 Land held for planning purposes (s226 Town and Country Planning Act 1990) cannot be disposed of for less than best consideration (with Overarching Principles Restrictions) without specific consent of Secretary of State for Housing Communities and Local Government (s233 Town and Country Planning Act 1990).
3.3.3 In some circumstances where land was acquired under a Compulsory Purchase Order, there are specific requirements to seek out the original vendor and offer it back (Crichel Down Rules). In such circumstances, further legal advice will be sought.
3.3.4 All disposals currently need to comply with the European Commission's State aid rules. When disposing of land at less than best consideration (with Overarching Principles Restrictions), a subsidy is being provided to the purchaser/lessee. The nature and amount of subsidy must comply with the State aid rules, particularly if there is no element of competition in the sale process. Failure to comply with the rules means that the aid is unlawful, and may result in the benefit being recovered with interest from the recipient.
3.3.5 There may be occasions when public procurement rules may apply to disposals, e.g. where certain obligations are imposed on the purchaser as to the nature of
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Page 71 the development of the property or the standards to which works must be constructed. Legal advice should be sought where the disposal includes the provision of works/supplies/services before any agreement is entered into.
4. The Procedure
4.1 IDENTIFY SURPLUS ASSETS
4.1.1 An initial assessment must be made, with the Overarching Principles in mind, to determine whether land is surplus. Each case should be assessed on the circumstances associated with the land and taking into account the Authority’s Asset Management Plan, and the Asset Management Plan Decision Tree should be completed. The following matters should be considered: a) Whether the land fits with the Authority’s three strategic outcomes on landscape, engagement and communities. b) Whether there is an operational need and that operational need can only be met by the particular property... c) Whether the land held is integral to continuity of service delivery. d) If the property does not meet (a), (b) or (c) above, whether it offers or could offer significant revenue raising opportunities to warrant retaining it..
4.1.2 Where land satisfies any of the criteria at 4.1.1 (a) to (d) above, it is unlikely to be surplus. However, even if the property does satisfy any of the above criteria, it could still be considered for disposal if it cannot meet the two criteria below:
a) Financial sustainability – the Authority only owns what it can financially afford to sustain for now and for the period of the capital strategy; b) Asset condition – any property the Authority owns will be put into satisfactory condition and will be maintained in this condition for the duration of ownership.
4.2 CARRY OUT PRE-DISPOSAL ENQUIRIES AND CONSULTATIONS TO IDENTIFY ANY PHYSICAL OR LEGAL CONSTRAINTS, TO ASSESS POTENTIAL RISK OF DISPOSAL OF THE SITE AND DETERMINE MOST APPROPRIATE METHOD OF DISPOSAL
4.2.1 Enquires and consultations should include the following: a) Site inspection, site history, highways/access issues b) Legal title report c) Whether the land is or includes open space land requiring advertising – if so adverts must be placed and any objections considered BEFORE a decision to dispose is made d) Whether the property has any development potential e) The existence of a special purchaser to whom the property may have a value in excess of the open market value. This could be where the asset is the key to unlocking a neighbouring development site, or where the asset is required to improve the value of the neighbouring asset f) Whether the Crichel Down, State Aid or public procurement rules apply
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Page 72 g) Any grant conditions or repayment requirements h) Consultations with relevant internal teams and external stakeholders in accordance with any engagement/communication plan, to ensure the proposed disposal can be carried out within the Authority’s statutory purposes, and that the value of the property can be protected through the recommended method of disposal (including consultation on any evaluation criteria to be applied in the marketing process) and through the imposition of appropriate covenants
4.3 OBTAIN VALUATION REPORT
4.3.1 A valuation of the property should be obtained in accordance with RICS ‘Red Book’ valuation requirements and (where disposal at an undervalue is being considered) in compliance with the Technical Appendix to the General Disposal Consent. The valuation should take into account any Overarching Principles Restrictions to be imposed.
4.4 PREPARE REPORT SEEKING APPROVAL TO DISPOSE
4.4.1 A Pre-Disposal Report must be produced dealing with the following matters:
a) how the disposal has been assessed to be surplus; b) how and why the disposal is within the Authority’s powers; c) how and why the disposal will be in compliance with the Overarching Principles; d) Any constraints discovered in the pre-disposal enquiries set out in 4.2.1 above and how these are to be overcome; e) the nature of any additional restrictions to be imposed (as consulted on with appropriate teams); f) whether the property has any development potential and if so, how that is to be controlled or the value of development allocated; g) value of the property obtained in accordance with 4.3 above; and h) recommending the most appropriate disposal method for the property (see 4.5 to 4.7 below), whether open market sale (with or without selection criteria), or offered to a select list of purchasers or transferred to an identified party. The report should give all possible options and full justification for the recommended strategy if not open market sale, including details of how the proposal satisfies the terms of the General Disposal Consent... If the proposed method is not open market sale, the disposal must be approved by Programmes and Resources Committee.
4.4.2 The Pre-Disposal Report must be authorised by the relevant officer/Committee, in accordance with the Authority’s Standing Orders, except that where the proposed method of disposal is not open market sale, the approval of Programmes and Resources Committee is required, whatever the value of the property.
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4.5 METHOD OF DISPOSAL
4.5.1 Disposals will seek to secure the best consideration that can reasonably be obtained. This can best be achieved through open market sales, advertised appropriately, and leases of land at market value. 4.5.2 There are allowable exceptions to this and these are detailed below. Any proposed disposal that is not based on open market disposal must be the subject of a report to Programmes and Resources Committee to approve the alternative disposal route. 4.5.3 Each proposed method of disposal should be considered in the context of the type of property, the nature of the market for that type of property, and any specific issues or special characteristics associated with the property such as its cultural heritage, landscape or natural environment value and the potential risk of disposal. Seeking advice from a specialist agent is recommended in more complicated or high value cases. 4.6 OPEN ADVERTISEMENT/MARKETING 4.6.1 Disposals will normally be undertaken through a competitive tendering process by open advertisement on the market, wherever there is likely to be more than one potential purchaser, unless there are justifiable circumstances for an alternative method of disposal (see 4.7 below). The principal methods of disposal available and the relative advantages and disadvantages of each are set out in the Appendix. 4.6.2 Where covenants or restrictions are to be imposed to give effect to the Overarching Principles, or if there are any additional criteria (other than price) to be taken into account in evaluating bids, these should be made clear during the marketing process to enable prospective purchasers to make an informed bid. 4.7 DISPOSALS WHERE OPEN ADVERTISMENT MAY NOT BE REQUIRED
In some circumstances, disposals may be justified without open advertisement. Any proposed disposal that is not based on open market disposal and which may therefore result in a disposal at an undervalue must be the subject of a report to Programmes and Resources Committee in accordance with 3.2.3 above to approve the alternative disposal route, whatever the value of the property. The following may be considered as exceptions if fully justified: a) In circumstances where the statutory purposes of the Authority can best be furthered by disposal to a limited category of purchasers, the Authority may invite tenders from a select list of parties (or in exceptional circumstances a single party) identified by reference to relevant criteria pertinent to the asset in question. The relevant criteria in each case should be agreed following consultation with the relevant officers in accordance with paragraph 4.2.1(h);b) The land to be disposed of is
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Page 74 relatively small in size and an adjoining or closely located landowner(s) is (are) the only potential or likely purchaser(s); c) The nature of the Authority’s land ownership and that of the surrounding land ownership is such that the land must be sold to adjoining or surrounding landowners if best consideration is to be obtained; d) There may be a right of pre-emption or reversion or other rights of former owners, which prohibit sale on the open market. e) Where a ‘special purchaser’ has been identified i.e. one who is prepared to pay a premium for the site over and above the market value. f) Exchange of land - Disposal by exchange of land will be appropriate when it will achieve best consideration for the Authority and is advantageous to the Authority and other parties to exchange land in their ownership. The exchange of land will usually be equal in value. However, any inequality in land value may be compensated for by the receipt of a balancing payment or other means of consideration as appropriate. In such circumstances, the Authority will always obtain an independent valuation to verify that “best consideration” will be obtained. 4.8 ACCEPTANCE OF OFFER AND COMPLETION
4.8.1 Following the marketing process, the relevant officer must recommend acceptance of the preferred purchaser. This should be the offer representing best consideration, which will usually be the highest financial offer or, where applicable, the offer, which produces the best overall gain to the Authority, having applied any evaluation criteria, set out in the marketing process. If appropriate (for example in the case of market rent leases), financial checks should be undertaken before approval of the proposed purchaser.
4.8.2 Following approval to proceed with the offer in accordance with the terms of the relevant authority, detailed terms will be agreed between relevant officers and the purchaser (relevant officers shall include a qualified RICS Surveyor and a member of the Legal team). There will usually not be any reason to seek further approvals in regard to the disposal unless following site investigations, planning requirements etc. the net price falls below the net price of the under-bidder.
4.8.3 The Authority should consider seeking to recover its legal and surveying fees and (in the case of auction) search fees wherever possible in regard to each transaction. Legal Services and the relevant officer dealing with the disposal should identify the fees applicable to standard transactions and consider whether these should be charged to third parties.
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Page 75 APPENDIX DISPOSAL METHODS FOR OPEN MARKET SALES There are four principal methods of disposal available:- a) Private Treaty – After a reasonable period of exposure to the market (including signage, advertising by suitable selling agents and/or on the Authority’s website and general marketing), negotiations are carried out between the Authority and prospective buyers (or their respective agents) privately and in comparative secrecy, normally without any limit on the time within which they must be completed before contracts are exchanged. In the event that two or more interested buyers are identified, the Authority may consider moving on to the Informal Tender method at (b) below. Advantages:
Allows a flexible approach; Time pressures are seldom imposed on either the seller or buyer; It is widely understood and accepted by the general public. Disadvantages:
Cannot always overcome suspicions of unfair dealings, and it is therefore a method to be used with caution. b) Informal Tender (also described as an extended auction) – Offers are invited with or without a closing date. Unlike a formal tendering process (when tenders are submitted in sealed envelopes all of which are opened together), offers in the informal process are opened as they are received. Bidders may be invited to increase their bids, possibly having been told that a higher bid has been received. At the end of the informal tendering process, all parties still expressing an interest should be asked to submit a final bid by a specified date. This method allows the Authority to identify a preferred bidder with whom it can negotiate further detailed terms or proposals for the redevelopment of the land. This process is therefore useful for complex development sites where bids are requested for development proposals, which can then be negotiated to meet the Authority’s objectives and achieve the best consideration that can reasonably be obtained. Advantages:
The most advantageous terms for the Authority can be formulated even in very complex cases; The Authority does not need to accept any tender if the offer is not satisfactory; As bids are not public, tenderers should put forward their best offer; May result in obtaining a higher price for the land than if bidding was restricted to a single sealed tender;
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Page 76 Most useful as a tool for resolving competing interests following private treaty marketing. Disadvantages:
Lacks the certainty of the Formal Tender procedure; Post-tender negotiations can be protracted and may not be successful; The requirement to negotiate raises some of the disadvantages of a sale by private treaty; Not necessarily going to achieve best price because in an auction situation people are sometimes prepared to bid more than they had envisaged, particularly when they see others prepared to bid at that level; Can be seen as unfair/not transparent. c) Formal Tender – The Authority invites sealed bids by a specified closing date. After the closing date, all tenders are opened together and a decision made as to which tender should be accepted, based on price and any other relevant criteria. Before the invitation to tender is submitted, a full appraisal of the transaction must be carried out, and the contract documents must be available as part of the tender documentation. It is important that the Authority indicate in the tender documents that it is not bound to accept the highest or any tender, gives an indication of any additional criteria for evaluating bids, and specifies the requirements for the tender submission, such as evidence of availability of finance to complete the transaction. The tender document should also state that, if a higher offer is received before exchange of contracts, then the Authority might be under an obligation to consider it. In the event that a successful bidder lowers their bid following its acceptance, all interested parties should be given the opportunity to make a further bid. This method is not suitable for non-straightforward transactions where detailed terms/conditions remain to be overcome before the bid is finalised. Neither is it appropriate where discussion is required about the merits of various competing schemes. Advantages:
Can be concluded quickly, as the documentation should be in place and there will be no negotiations on the terms of the transaction; Avoids tentative time-wasting enquiries; Authority does not need to accept any tender if the offer is not satisfactory; The tender procedure should guarantee complete fairness; As bids are not public, tenderers should put forward their best offer. Disadvantages:
There is little room for discussion about the scheme itself, and this method is too inflexible to take account of any conditional offers, e.g. subject to planning etc.;
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Page 77 May not achieve as high a price as the Informal Tender procedure as no further offers can be invited; The preparation process is time-consuming and must be correct. d) Public Auction – the property is marketed as part of the auction process. The contract is signed and exchanged at the auction with the highest bidder. This method will involve the use of external Auctioneers, who should be briefed at an early stage and be fully involved in the preparation of conditions of sale and the setting of the reserve price. It would be necessary for the Authority to approve the reserve price in advance before the auction proceeds. As the fall of the hammer constitutes a binding sale, it is important from both sides that all contractual details and investigations have been properly completed beforehand. Advantages:
Certainty and speed: contracts are exchanged on the fall of the hammer; The transaction is open and fair; Open process of competitive bidding may lead to a price in excess of that by private treaty; Regional/national marketing by the auction house. Disadvantages:
Seller has no control over who buys; Some purchasers who need to raise finance may be put off; Timing is important, as the market’s interest in auctions tends to fluctuate; The winning bid may only be marginally more than the previous bid, and may not represent the maximum the purchaser would have been willing to pay. Dealing with late bids A difficult situation arises if the Authority receives a higher offer after another offer has been accepted “subject to contract”. There is a general obligation to obtain the best consideration reasonably obtainable, and the Authority should therefore fully investigate any rival bids. Each late bid must be considered in the context of the individual circumstances at the time. The Authority’s approach to late bids should be as follows: a) The Authority discourages the submission of late bids in all cases, and will attempt to minimise problems by early exchange of contracts; b) Offering the preferred bidder a period of exclusivity can enable the purchaser to confidently proceed with the sale, through the removal of the threat of another purchaser making a late bid; c) Where Formal Tender is used, bids received after the deadline for tenders will be recorded as late, with the time and date of receipt. A decision whether to consider and accept the late bid should be made by the Chief Finance Officer
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Page 78 and Corporate Property Officer following consultation with the officer dealing with the disposal. d) Until the Authority has exchanged contracts, it will consider late bids unless there are good commercial reasons for not doing so. This should be explained to a bidder when a bid is accepted, and receipt of any late bids should be notified to them; e) Consideration of a late bid does not mean that it will necessarily be accepted even if it is the highest bid. It may be rejected for sound commercial reasons. The Authority will take into account the likelihood of the late bid proceeding to completion in a timely manner (compared with the progress of the accepted bidder’s transaction) and the possibility of late bids being used as a spoiling or delaying tactic; f) The Authority may, in appropriate circumstances, ask both the late bidder and other interested parties, to submit their best and final offers in a sealed envelope by a set deadline. Dealing with revised bids The Authority may be faced with the successful bidder seeking to substitute a lower bid. This process might also be repeated as the successful bidder in effect explores to find the level of the next bid below their own believing that the Authority will be prepared to accept any offer above that next bid. The general obligation to obtain the best price, which can reasonably be obtained for the land, may mean that these bids have to be considered.
Conclusion Each disposal method engenders varying degrees of fairness and transparency. For each disposal case, appropriate prior approval for the method of disposal should be obtained. The principles set out in this guidance should be followed in all disposal cases.
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Page 79 This page is intentionally left blank Page 81 This page is intentionally left blank Appendix 5 – Asset Disposal ‘tool kit’ (2020)
TOOL KIT FOR DISPOSAL OF ASSETS
Third Draft
Introduction
This process note complements the Asset Disposal Procedure and gives officers a stage-by-stage process of disposing of Authority property. This note is based on ‘learning’ from the Minor Properties Disposal Project. The Senior Leadership Team and the Chair of the Authority have requested it.
Key stages
STAGE 1 - Service appraisal of potentially surplus property
Head of Service/Director Does the Authority need to carry out the activity/service that is carried out from the property. Can another organisation, business or person carry out the activity/service?
Case Worker/Team Manager/Head of Service consider if there is a potentially surplus property the responsibility for which lies within their Service. An initial assessment should be made in accordance with para 4.1.1 and 4.1.2 of the ADP doc namely:
4.1.1An initial assessment must be made, with the Overarching Principles in mind, to determine whether land is surplus. In making an assessment, the Asset Management Plan Decision Tree should be completed. The following matters should be considered:
4.1.2 Corporate Strategy Fit - where we own property it will be because it fits one or more of the following needs: (a) Fits with our three strategic outcomes on landscape, engagement and communities (b) There is an operational need and that operational need can only be met by the particular property
(c) Whether the land is integral to continuity of service delivery (d) If the property does not meet (a), (b) and (c) above, it offers or could offer significant revenue raising opportunities to warrant retaining it Where land or property satisfies any of the criteria at 1(a)-(d) above, it is unlikely to be surplus. Each case should be assessed on the circumstances associated with the land and the Authority's Asset Management Plan.
However, even if the land or property does satisfy any of the criteria at 1(a)-(d) above, it could still be considered for disposal if it cannot meet the two criteria below.
Page 83 2. Financial sustainability – we only own what can financially afford to sustain for now and for the period of the capital strategy 3. Asset condition – any property we own will be put into satisfactory condition and will maintained in this condition for the duration of ownership
Head of Service makes the decision whether the property is ‘provisionally surplus’ and, if so, ‘sponsors’ the proposal for a corporate decision.
STAGE 2 -consult with Senior Leadership Team and other Heads of Service if the recommended ‘provisionally surplus’ property can be corporately declared ‘surplus’.
Head of Service of ‘promoting’ Service sends out attached provisional surplus property report (Appendix 1) to all relevant Heads of Service with a minimum deadline of 6 weeks for their Services response.
Each relevant Head of Service is responsible for consulting the relevant staff in their Service and providing a whole Service response to the sponsoring Head of Service.
Responses should include:
A detailed description of any relevant factors not covered in the Provisionally Surplus Report that the Service is concerned about and wishes to discuss.
What are the perceived risks and level of risk to the property that could be compromised by an ‘inappropriate’ future owner
Advice as to whether additional public designations needs to be placed on the property before disposal (e.g. access and rights of way, local nature reserve status, TPO’s )
Advice as to whether additional legal covenants need to be placed on the property before disposal.
STAGE 3 - Sponsoring Head of Service decides whether an internal meeting is required to resolve any matters
The ‘sponsoring’ Head of Service analyses other Heads of Service responses and decides whether an internal ‘face –to - face’ meeting is appropriate to resolve any conflicting advice given and attempt to resolve. The face- to- face meeting could be with just one or a number of Service representatives. Heads of Service will attend themselves or nominate a relevant specialist to speak on behalf of their Service.
If cannot be resolved, refer the matter to relevant Directors to decide whether the property is declared surplus.
Page 84 STAGE 4 – Sponsoring Head of Service decides how the property is disposed of:
In order to protect and enhance the property under future ownership, the sponsoring Head of Service to consider how the property is best disposed of. Advertisement on the open market would be the standard approach.
However, in some circumstances, disposals may be justified without open advertisement. Any proposed disposal that is not based on open market disposal and which may therefore result in a disposal at an undervalue must be the subject of a report to Resource and Performance Committee to approve the alternative disposal route, whatever the value of the property. The following may be considered as exceptions if fully justified: a) In circumstances where the statutory purposes of the Authority can best be furthered by disposal to a limited category of purchasers, the Authority may invite tenders from a select list of parties (or in exceptional circumstances a single party) identified by reference to relevant criteria pertinent to the asset in question. The relevant criteria in each case should be agreed following consultation with relevant officers; b) The land to be disposed of is relatively small in size and an adjoining or closely located landowner(s) is (are) the only potential or likely purchaser(s); c) The nature of the Authority’s land ownership and that of the surrounding land ownership is such that the land must be sold to adjoining or surrounding landowners if best consideration is to be obtained; d) There may be a right of pre-emption or reversion or other rights of former owners, which prohibit sale on the open market. e) Where a ‘special purchaser’ has been identified i.e. one who is prepared to pay a premium for the site over and above the market value. f) Exchange of land - Disposal by exchange of land will be appropriate when it will achieve best consideration for the Authority and is advantageous to the Authority and other parties to exchange land in their ownership. The exchange of land will usually be equal in value. However, any inequality in land value may be compensated for by the receipt of a balancing payment or other means of consideration as appropriate. In such circumstances, the Authority will always obtain an independent valuation to verify that “best consideration” will be obtained.
In the above circumstances (a) – (f), the Sponsoring Head of Service could recommend one of the following options.
Targeting a limited category of purchasers
Negotiation with one particular purchaser
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STAGE 5 – Sponsoring Head of Service agrees with specialists what covenants (if any) need to put on the disposal
At this stage, it would be appropriate to consider if any detailed restrictive (or positive?) covenants need to be placed on the property. The Sponsoring Head of Service will need to ensure that the case- worker consults with all the relevant Authority specialists and with Legal Service to agree draft covenants to be included in the sale package.
STAGE 6 – Sponsoring Head of Service decides on method of disposal
1. Open Market Method (for freehold or leasehold disposal)
a) Private Treaty b) Informal Tender c) Formal Tender d) Public Auction
2. By ‘limited marketing’ to a targeted category of purchaser with appropriate evaluation criteria 3. By Community Asset transfer to a single party
Details, advantages and disadvantages of methods a) to d) are available at Appendix 1 of the Asset Disposal Procedure
STAGE 7–Sponsoring Head of Service to consult with Senior Leadership Team and other Heads of Service that they agree to the decisions made in Stages 4, 5 and 6 above
This is an additional ‘double checking’ stage to ensure that there is ‘corporate’ agreement and sign off to the disposal.
STAGE 8 – Sponsoring Head of Service ensures that all necessary internal approvals are obtained
The Sponsoring Head of Service may delegate this task to the case -worker but will need to ensure that Standing Order requirements are complied with. It is likely that many proposed disposals will need Programme and Resources Committee approval as an ‘allowable exception’ to an open market disposal. The allowable exceptions which may result in the land being disposed of at an ‘undervalue’ are listed at paragraph 4.7 of the Asset Disposal Procedure.
The Committee must be made aware of the following:
Page 86 a) the justification for the proposal; b) how the proposal satisfies the terms of the Local Government Act 1972 General Disposal Consent (England) 2003 (the General Disposal Consent), namely: i) the disposal is likely to contribute to the promotion or improvement of the economic, social or environmental well-being of the whole or any part of the area or any persons resident or present in the area, and ii) the undervalue is less than £2m
c) a valuation of the land following the advice provided in the Technical Appendix to the General Disposal Consent
The ‘template’ attached to this Procedure Note must be used on all occasions for disposals.
STAGE 9- Sponsoring Head of Service carries out consultation process with external stakeholders
Sponsoring Head of Service working with Head of Marketing and Communications agrees an external Communications Plan to be ‘rolled out’ with relevant ‘stakeholders’ before marketing and/or negotiations take place. Head of Service and Head of Marketing and Communications decide who the relevant ‘stakeholders’ are on a case by case basis.
Relevant ‘stakeholders’ could include:
Parish Council or Parish Meeting Peak District Local Access Forum Council for the Protection of Rural England (CPRE) Friends of the Peak District Specialist interests organisations Local relevant Trusts etc.
A Communications Plan for the disposal of each property will need to ‘signed off’ by the Sponsoring Head of Service and the Head of Marketing and Communications. Lead contacts for media interest and community liaison should be nominated and conveyed to all external stakeholders identified.
STAGE 10 – Case passed by the Sponsoring Head of Service to a property professional to implement in close coordination with Legal Service.
The property professional will be become the sole point of contact and coordinator for the process at this stage. Any internal or external issues that are raised need to pass to the professional without action on them. The professional will then seek the necessary advice needed to respond. The property professional will decide with the Sponsoring Head of Service who is the appropriate member of staff to respond in each case.
STAGE 11 – Disposal completed by Legal Service.
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Page 88
APPENDIX 6 - CORPORATE PROPERTY ASSET MANAGEMENT PLAN (2020-2024) - ACTION PLAN
Action Who Who When RAG lead support STATUS Continue with Condition Survey MF CPT Ongoing – plan being work developed Carbon Management Plan 2 to MF Jan 2020 RMM Planning permission Brosterfield CBM TS/LT Planning application 7th Feb /options report 2020 Options report date tbc Field Head- investigation of AB 20th Feb climate change observatory – Vision workshop Organisational Change – DH March 2020 Corporate Property Officer role Warslow Moors Estate AB CBM March 2020 inalienability investigation - Outline Business Case to DCMS Dispose of Lower Green House TS CBM May 2020 Farm- Disposal by public auction North Lees/ Stanage Estate ES June 2020 Review- Business Case Field Head climate change AB May/June 2020 observatory –Business Case Severn-Trent Water leased AB ES/SW Aug 2020 properties- Business Case and Service Level Agreement United Utilities leased AB ES/SW Sep/Oct 2020 properties- Business Case and Service Level Agreement Yorkshire Water leased AB ES/SW Nov/Dec 2020 properties-- Business Case and Service Level Agreement Corporate Landlord approach - DH EF/MF May 2020 to Sept 2020 investigation Aldern House- investigation into DH EF/MF May 2020 to Dec 2020 layout and more effective use of space Progress other agreed disposals CBM BR/TS May 2020 onwards
Great Hucklow Wood-lease BR relinquishment Aldwalk Tip wood-lease BR relinquishment Hollowbrook Wood-lease BR relinquishment
Page 89 Progress other potential CBM disposals Caskin Low and Hartington BR Moor woods –disposal and lease relinquishment Brockett Booth woodland - TS disposal Marsh Farm Volunteers Centre TS and Ranger Base-lease relinquishment Lea Farm fields and Barn - TS disposal Ravensdale residents car park- TS disposal Earl Sterndale Village Green – BR disposal/transfer Magpie Mine-disposal/transfer BR Green Lane Pits - disposal BR Meadow Place woodland- lease BR Narlows CP –review ES 2021 Blore Pastures CP –review ES 2021 Barber Booth CP- review ES 2021 Dovedale Toilets ES 2021
Page 90 National Park Authority Meeting Agenda Item 10. 14 February 2020
10. 2019/20 QUARTER 3 CORPORATE PERFORMANCE REPORT (A91941/HW)
1. Purpose of the report
This report provides Members with monitoring information for the end of Quarter 3 2019/20 (October to December 2019) to review performance against the first year of our 2019-24 Corporate Strategy.
2. Key Issues
Corporate Performance at the end of Quarter 3: o 40 of our strategic interventions are on target (green), 13 require more planned work (amber) and 4 have performance issues (red). o Those that have performance issues are strategic interventions focusing on: influencing the future post-Brexit environmental land management scheme; new native woodland creation; working with partners to increase moorland bird of prey numbers; and maximising income without compromising special qualities. Actions have been identified to address these issues. o All indicators will be reported on in Q4.
In Development Management, a number of long term absences and vacancies are impacting delivery on determination of applications and pre-application advice. This will continue into the next quarter. Consequently, officers are proposing to suspend the pre-application advice service for a period of 6 months. This will inevitably have an impact on the service provided by the Development Management service and on the income generated through pre- application fees. Officers will keep this under review to assess the operational, financial and reputational impacts.
Corporate Risk status at the end of Quarter 2: o Two risks have been reworded: a. ‘Failure to develop nature recovery networks in the Peak District National Park’ b. ‘Failure to achieve sustainable gross revenue income targets (£140k) for the PDNP’. o One risk has been added: a. Fast changing Government priorities impact our ability to resource and deliver our Corporate Strategy and react to opportunities, in particular uncertainty over future national park grant and implications of Government focus on investment in the North. o Two risks remain as high risk: a. ‘Area of NP land safeguarded in environmental land management schemes reduces due to Brexit uncertainty and Countryside Stewardship issues leading to the potential loss of a range of grassland habitats’ b. ‘ Failure to develop nature recovery networks in the Peak District National Park’ (reworded).
4 complaints were received in Quarter 3. 4 Freedom of Information requests and 3 Environmental Information Regulations requests were dealt with.
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National Park Authority Meeting 14 February 2020
As requested by Members at Q2, we have included an Executive Summary of the performance report which comprises only the chief executive and directors’ summaries from the main performance report (this is Appendix 1a).
Recommendations
3. 1. That the Q3 performance report, given in Appendix 1b, is reviewed and any actions to address issues agreed.
2. That the Q3 corporate risk register given in Appendix 2 is reviewed and status of risks accepted.
3. That the status of complaints, Freedom of Information and Environmental Information Regulations requests, given in Appendix 3, is noted.
4. That the temporary suspension of the pre-application advice service is noted.
How does this contribute to our policies and legal obligations?
4. Performance and risk management contributes to the fourth outcome in our corporate strategy: The PDNPA is an agile and efficient organisation. Monitoring the indicators and strategic interventions for 2019/20 is part of our approach to ensuring we are progressing against our Performance and Business Plan and, if needed, mitigating action can be taken to maintain and improve performance or to reprioritise work in consultation with staff and Members.
Background
5. The visual representation for performance data remains on a traffic light system, using: green – the strategic intervention or indicator is on target amber – some remedial work is required to get on target red – wider variance from being on target where some significant issues may need to be addressed.
6. In addition, a commentary is provided in Appendix 1b for each corporate strategy outcome, including any issues and action being taken to address the issues. An overall Chief Executive’s commentary is also included.
7. The Authority’s risk management policy and supporting documentation was approved by Authority on 25 March 2011 (minute 21/11) and is reviewed annually as part of the Authority’s review of the Code of Corporate Governance. In line with these arrangements, Appendix 2 shows the status of the corporate risks.
8. Appendix 3 shows the status of the complaints received in this quarter and the report on Freedom of Information and Environmental Information Regulations requests. All remain at a low level.
9. Information is given so that Members of Authority, in accordance with the scrutiny and performance management brief of the committee, can review the performance of the Authority and the risks being managed corporately.
Page 92
National Park Authority Meeting 14 February 2020
Proposals
10. Members are asked to review and agree the Quarter 3 performance report as detailed in Appendix 1b.
11. Members are further asked to review the Corporate Risk Register status in Appendix 2 and agree the proposed new risk: a) Fast changing Government priorities impact our ability to resource and deliver our Corporate Strategy and react to opportunities, in particular uncertainty over future national park grant and implications of Government focus on investment in the North
12. Members are asked to note the status of complaints, Freedom of Information (FOI), and Environmental Information Regulations (EIR) enquiries in Appendix 3.
13. Members are asked to note the temporary suspension of the pre-application advice service.
Are there any corporate implications members should be concerned about?
14. This report gives Members an overview of the achievement of targets in the past quarter and includes ICT, financial, risk management and sustainability considerations where appropriate. There are no additional implications in, for example, Health and Safety.
15. Background papers (not previously published) – None
Appendices
1. Appendix 1a: Executive Summary: Quarter 3 Performance Report for 2019-20 2. Appendix 1b: Quarter 3 Performance Report for 2019-20 3. Appendix 2: Quarter 3 2019-20 Corporate Risk Register status 4. Appendix 3: Quarter 3 2019-20 Complaints, Freedom of Information (FOI) and Environmental Information Regulations (EIR) enquiries
Report Author, Job Title and Publication Date
Holly Waterman, Senior Strategy Officer - Research, 6 February 2020
Page 93
This page is intentionally left blank Appendix 1a: Executive Summary: Quarter 3 Performance Report for 2019/20
Executive Summary: Quarter 3 Performance Report for Year 1 of the Corporate Strategy (2019/20)
Q3 overview by Chief Executive
RAG status of strategic interventions: Red = 4, Amber = 13, Green = 40, not reported this quarter = 1
During this quarter, we celebrated the 70th anniversary of the Act of Parliament that created national parks in England, and it is important that we remain as relevant today as we were 70 years ago. With this in mind, it is important we look to the recommendation of the independent review of national landscapes that was published at the start of this quarter. The “Landscapes Review: Final Report” calls on national landscapes to work together to be happier, healthier, greener, more beautiful and open to everyone.
The nine English national park authorities and the Broads Authority, under the auspices of National Parks England, agreed in November to collectively call for change in four areas: for national parks to be leading nature recovery; shaping the future of farming; being national parks for everyone; and being leaders in tackling the climate change emergency. These all resonate strongly with the goals in the Government’s 25 Year Environment Plan and the recommendations in the Landscapes Review. And they will require a combination of powers, partnerships, pounds and political will. We are already responding to these challenges and opportunities in the Peak District National Park.
On climate change, in October the National Park Management Plan Advisory Group hosted a Climate Change Summit in Buxton and drafted a set of actions to help us make a breakthrough in reducing carbon emissions from transport and agriculture / land management in the National Park. On the future of farming, I’m pleased to report that in Q3 we started the White Peak test of the future environmental land management scheme with Defra and we continue to do what we can to support land managers who are finding the current support system difficult. On being ‘national parks for all’, the independent audience survey report has been delivered, and this combined with other data is providing valuable evidence to help us plan our audience, marketing and communication actions and highlighting how far our resources can go to achieve a shift towards being a national park for all. This plan will be ready in the early part of 2020/21. On nature recovery, Q3 is always one of the busiest delivery quarters for our peatland restoration work and this year is no exception. So far this winter, 5.5ha of bare peat has been re-vegetated, 244ha of Sphagnum planted and 55ha of invasive species control conducted. Additionally, 274ha of non- protected, species-rich grassland has continued to be sustained and 29 ha of new native woodland has been planted/confirmed for planting this winter and spring.
Other highlights this quarter include: the launch of two important books that help us increase public awareness of cultural heritage in the PDNP - “Reading the Peak District Landscape” and “The Land that made us”; completion of a crucial piece of work to assess the state of our communities with all Parish Statements now having been drafted and work beginning to focus on quality of community engagement as well as volume; the Peak District National Park Foundation is over a third of the way to the £70k target; and, in partnership with the National Trust, the Countryside Code revamp is now underway.
Page 95 Page The Authority received an unqualified opinion on the financial statements and satisfied the External Auditor that proper arrangements are in place for securing economy, efficiency and effectiveness in our use of resources. However, this does not mean we are complacent. For example, this quarter saw us updating our medium term financial plan and seeking assurances from Defra about the size of next year’s National Park Grant.
Page 96 Page Appendix 1a: Executive Summary: Quarter 3 Performance Report for 2019/20
Looking ahead, at the end of next quarter we will report our year 1 progress towards the Corporate Strategy Key Performance Indicators, we’ll provide an update to Members on the landscape monitoring work, bring forward a refreshed Asset Management Plan and future budget for 2020/21 and share with Members our audience engagement plan.
Appendix 1a: Executive Summary: Quarter 3 Performance Report for 2019/20
Outcome: A sustainable landscape that is conserved and enhanced
Q3 overview by Director of Conservation and Planning
The National Park Management Plan Advisory Group hosted a Climate Change Summit in October, with all key partners in attendance. The summit focussed on agriculture / land management and transport impacts. Following this, the Programmes and Resources Committee has considered a paper on how we respond to the climate change challenge and a working group of Members is being set up to advise on and focus the work programme on this.
The ‘Landscapes Review’, chaired by Julian Glover, reported in September with some significant recommendations for the conservation and enhancement of National Park landscapes. The report was considered by Members in November 2019. The Government’s response to the report is likely to have some significant implications for how our landscapes are managed. During 2020, the Environment Bill and Agriculture Bill are likely to progress through Parliament and become Acts; both will have significant impacts on how the Authority delivers its purposes and duty.
As in previous quarters, we have seen continued uncertainty around a future system of agricultural support. Officers have been working closely with other English national park authorities, National Parks England and Defra to shape and influence the design of a future environmental land management scheme (ELMS) and have been developing tests and trials for a new system. A draft position statement for the Future of Regulation and Enforcement for Farming & Land Management in the English national parks has been drafted for the NPAs’ England Agriculture and Rural Development Group.
The Defra contract for the delivery of the White Peak ELMS Phase 1 Test has been signed. This will focus on testing whether National Character Area assessments can be used as a way of prioritising the public goods to be delivered under ELMS and how farmers and land managers can develop land management plans to deliver those public goods. There is continued evidence that land managers are finding the current support system difficult and this is impacting on how the land is managed, despite advice and support from the Authority.
The Authority’s work with partners in landscape scale projects continues with the Moors for the Future, South West Peak Landscape and White Peak Partnerships. The Moors for the Future Partnership has been working with consultants on the future structure and governance of the Partnership on the “Moor Business” project. A brief for a strategic approach to wildfire mitigation has been produced and is being developed with partners and other stakeholders. A fire ignition map of the Peak District moors has been produced, which will inform some of this work. The report on the Moorland Birds Survey was launched in October, but it has been withdrawn pending a further analysis of the results. The report on the Birds of Prey Initiative will be published in Q4.
Work has progressed on setting out a brief and methodology for reviewing the Authority’s Landscape Strategy and for landscape monitoring; integrating this with the assessment of special qualities. A revised programme was agreed at the Programmes and Resources Committee in October.
In Development Management, a number of long term absences and vacancies are impacting delivery on determination of applications and pre-application advice. This will continue into the next quarter. Consequently, officers are proposing to suspend the pre-application advice service for a period of 6 months.
Page 97 Page This will inevitably have an impact on the service provided by the Development Management service and on the income generated through pre-application fees. Officers will keep this under review to assess the operational, financial and reputational impacts.
Page 98 Page Appendix 1a: Executive Summary: Quarter 3 Performance Report for 2019/20
Outcome: A National Park loved and supported by diverse audiences
Q3 overview by Director of Commercial Development and Engagement
This quarter reflects continued positive performance with some notable milestones. Overall 5 KPIs are green, 3 amber and 1 red (income generation).
Our ambition to inspire the next generation continues around the Peak District. We launched and signed up 6 Ambassador Centre partnerships commencing with St Michael’s Environmental Education Centre, Hathersage on 1 October. Ambassador Centres work in partnership with PDNPA to inspire young people (10-16 years) to connect and raise awareness about the Peak District National Park’s special qualities and how to care for them. We provide the centres with resources and training for their staff to support them to do this.
PDNPA pioneered the first UK national Junior Rangers camp. 46 junior ranger representatives attended from Cairngorms, Loch Lomond and The Trossachs, North York Moors, Pembrokeshire Coast, Peak District National Park and partners. Feedback was very positive with agreement to make it an annual event. In December, over 250 people attended a National Park awareness-raising event at Macclesfield forest (128 children, 123 adults) and over 200 people attended a Longdendale Open Day to celebrate 20 years of working in partnership with United Utilities. 95% of families came specifically to attend the event. 25% of families had never been to Macclesfield Forest before.
The independent audience survey report (NFP Synergy) has been delivered. Combined with the residents survey, STEAM data (tourism) and customer feedback from our visitor touchpoints, this evidence will provide the basis of our plan to drive audience, marketing and communication actions, to increase awareness and connectivity to the National Park and the Authority.
The Foundation (PDNPA’s primary fundraising vehicle) has made significant progress and is over a third of the way to the £70k target, with trustees funding wildlife, hedgerow conservation and hydroelectricity projects totalling c£5.5k. Grants ranging from £500 to £2,500 have been distributed to organisations including the PDNPA to deliver community benefits that directly contribute to National Park Management Plan outcomes. The Foundation’s new website has been launched and its first raffle with corporate support and prizes from Chatsworth and Losehill House Hotel raised £1,800, increased social media followers, helped build the Foundation brand and engaged volunteers.
Trading for Q3 is comparable to last year which is positive given many retailers struggled over the Christmas period. A new digital campaign on the 12 days to Christmas enabled a more dynamic offer to customers (reaching c100k people).
The Authority had strong coverage (press, peer and industry publications) of the successful planning case against inappropriate damage to a listed building property in Winster. We have also amplified our engagement with Google (where the Park receives over 1m hits per month) by responding to digital reviews and improving content.
Looking forward, Q4 priorities are to produce a joined up audience/communications/marketing plan, champion the Foundation’s #70for70 target (a role for Members too) and complete the North Lees Estate consultation.
Appendix 1a: Executive Summary: Quarter 3 Performance Report for 2019/20
Outcome: Thriving communities that are part of this special place
Q3 overview by Director of Conservation and Planning
The Authority has continued to work with communities in the National Park, with a strong lead from the Policy and Communities Service working with teams in the Commercial Development and Engagement directorate. The Policy and Community Service has produced a draft Engagement Plan to direct and focus our work with communities. The Plan proposes early engagement on policy issues during 2020/21. Methods will include discussion with parishes and surveys using digital media. Issues will be informed by annual monitoring data, early evidence gathering, Parish Statements and related Statement of Communities report, and the national context.
There is continued engagement with the Peak Park Parishes Forum. The annual meeting took place on 12 October 2019, focussing on visitor management. It was well attended, with several parishes attending for the first time. Work continues on producing Parish Statements to share with parishes. We have now produced a Parish Statement for every parish, and we have consulted parishes on the statements. We have had good initial feedback from around two thirds of parishes and this will help to inform and guide our work on the Local Plan Review, development of our definition and understanding of ‘thriving and sustainable communities’, and the development of community plans by parishes and communities. Community input is also leading to deeper opportunities for community development e.g. through neighbourhood/community plans and projects.
Feedback has allowed officers to commence drafting our first report on the State of Communities, with potential indicators emerging to assist the development of definitions and policy in later stages of plan making.
A Member Local Plan steering group has been established to work with and assist officers through the process of reviewing the Local Plan. During 2020/21 this will include advising on the issues to be developed for early engagement with communities, partners and the general public. The steering group met in early November.
We continue to work with some parishes on Neighbourhood Plans, with Bakewell now at a relatively advanced stage.
There continues to be a good response to community grants, with our funding helping to ‘pump prime’ some important local projects. We are in the final year of the committed grant, but funding has been allocated to continue this grant.
We have also continued to work with district councils and housing providers to determine levels of need for affordable housing in communities and to identify potential sites to meet this need. Key meetings have been held in Q3 with Peak District Rural Housing Association and High Peak Borough Council.
Page 99 Page
Page 100 Page Appendix 1a: Executive Summary: Quarter 3 Performance Report for 2019/20
Outcome: An agile and efficient organisation
Q3 overview by Director of Corporate Strategy and Development
During Q3, the Programmes and Resources Committee approved the scope and approach to Member and Officer engagement in relation to four programmes. The four programmes are: climate change; volunteering; landscape programmes monitoring/delivery; and recreation hubs and visitor engagement. For climate change, Members requested that a “Climate Change Member Led Task Group” be created. The Programmes and Resources Committee subsequently agreed the draft terms of reference for the Group and Members were appointed. The Group will develop the Authority’s thinking and response to climate change and act as an advisory body to the Programmes and Resources Committee.
Our Occupational Safety and Health Policy is reviewed annually to ensure it is up-to-date and reflects current best practice and legislation. The Programmes and Resources Committee considered the updated policy in December and agreed that it would become policy from 1 January 2020. We provide Occupational Safety and Health services to several other National Park Authorities who have chosen to adopt the style and content of our Occupational Safety and Health Policy (2020) in order to streamline their own occupational safety and health documentation and achieve greater consistency across the NPA family.
The work undertaken by the Authority’s Internal and External Auditors is a key part of our governance and internal control arrangements. As well as helping to monitor and improve our performance, it also provides a level of assurance that the Authority is financially resilient and provides value for money. At a meeting of the Authority, held on 1 November 2019, Members considered the External Auditors Annual Audit Letter relating to the 2018/19 financial year. The Authority achieved an unqualified opinion on the financial statements and satisfied the External Auditor that proper arrangements are in place for securing economy, efficiency and effectiveness in its use of resources. At the same meeting, Members also considered the first three reports provided by the Authority’s Internal Auditors for the 2019/20 financial year. The Internal auditors give an opinion based on five grades of assurance (High / Substantial / Reasonable / Limited / No). Members noted that the three areas audited, Contract Management, Planning and Business Continuity, have been given a High, Substantial and High level of assurance respectively.
On 18 October 2019, a Members workshop took place that focused on the Authority’s financial resources. The objective of the workshop was to inform and engage Members in the development of the 2020/21 revenue budget and the Medium Term Financial Plan (MTFP). The MTFP aims to predict future changes in income and expenditure over the period of the current Corporate Strategy (i.e. 2020/21 to 2023/24). To support the construction of the MTFP, a set of assumptions and scenarios are created and these were discussed with Members during the workshop.
A second Member workshop, focusing on human resource issues, was held on 15 November 2019. The workshop provided Members with an update and an opportunity to ask questions relating to key human resource issues affecting the Authority. These included the current workforce profile, our future workforce plans, using the Investors in People framework, becoming an employer of choice together with reward and pay related issues.
During the next quarter, Members will be asked to consider and approve two strategic reports. The first relates to the Authority’s 2020/21 Revenue Budget and references many of the finance and human resource issues discussed during the Member workshops. The second report will seek approval to adopt a Corporate Asset Management Plan, which relates to the Authority’s considerable, complex and varied property portfolio.
Appendix 1b: Quarter 3 Performance Report for 2019/20
Quarter 3 Performance Report for Year 1 of the Corporate Strategy (2019/20)
Q3 overview by Chief Executive
RAG status of strategic interventions: Red = 4, Amber = 13, Green = 40, not reported this quarter = 1
During this quarter, we celebrated the 70th anniversary of the Act of Parliament that created national parks in England, and it is important that we remain as relevant today as we were 70 years ago. With this in mind, it is important we look to the recommendation of the independent review of national landscapes that was published at the start of this quarter. The “Landscapes Review: Final Report” calls on national landscapes to work together to be happier, healthier, greener, more beautiful and open to everyone.
The nine English national park authorities and the Broads Authority, under the auspices of National Parks England, agreed in November to collectively call for change in four areas: for national parks to be leading nature recovery; shaping the future of farming; being national parks for everyone; and being leaders in tackling the climate change emergency. These all resonate strongly with the goals in the Government’s 25 Year Environment Plan and the recommendations in the Landscapes Review. And they will require a combination of powers, partnerships, pounds and political will. We are already responding to these challenges and opportunities in the Peak District National Park.
On climate change, in October the National Park Management Plan Advisory Group hosted a Climate Change Summit in Buxton and drafted a set of actions to help us make a breakthrough in reducing carbon emissions from transport and agriculture / land management in the National Park. On the future of farming, I’m pleased to report that in Q3 we started the White Peak test of the future environmental land management scheme with Defra and we continue to do what we can to support land managers who are finding the current support system difficult. On being ‘national parks for all’, the independent audience survey report has been delivered, and this combined with other data is providing valuable evidence to help us plan our audience, marketing and communication actions and highlighting how far our resources can go to achieve a shift towards being a national park for all. This plan will be ready in the early part of 2020/21. On nature recovery, Q3 is always one of the busiest delivery quarters for our peatland restoration work and this year is no exception. So far this winter, 5.5ha of bare peat has been re-vegetated, 244ha of Sphagnum planted and 55ha of invasive species control conducted. Additionally, 274ha of non- protected, species-rich grassland has continued to be sustained and 29 ha of new native woodland has been planted/confirmed for planting this winter and spring.
Other highlights this quarter include: the launch of two important books that help us increase public awareness of cultural heritage in the PDNP - “Reading the Peak District Landscape” and “The Land that made us”; completion of a crucial piece of work to assess the state of our communities with all Parish Statements now having been drafted and work beginning to focus on quality of community engagement as well as volume; the Peak District National Park Foundation is over a third of the way to the £70k target; and, in partnership with the National Trust, the Countryside Code revamp is now underway.
Page 101 Page The Authority received an unqualified opinion on the financial statements and satisfied the External Auditor that proper arrangements are in place for securing economy, efficiency and effectiveness in our use of resources. However, this does not mean we are complacent. For example, this quarter saw us updating our medium term financial plan and seeking assurances from Defra about the size of next year’s National Park Grant.
Page 102 Page Appendix 1b: Quarter 3 Performance Report for 2019/20
Looking ahead, at the end of next quarter we will report our year 1 progress towards the Corporate Strategy Key Performance Indicators, we’ll provide an update to Members on the landscape monitoring work, bring forward a refreshed Asset Management Plan and future budget for 2020/21 and share with Members our audience engagement plan.
Index
1. Landscape overview 2. Audiences overview 3. Communities overview 4. Organisation overview 5. Finance overview
Appendix 1b: Quarter 3 Performance Report for 2019/20
Outcome: A sustainable landscape that is conserved and enhanced
Q3 overview by Director of Conservation and Planning [Back to title page]
The National Park Management Plan Advisory Group hosted a Climate Change Summit in October, with all key partners in attendance. The summit focussed on agriculture / land management and transport impacts. Following this, the Programmes and Resources Committee has considered a paper on how we respond to the climate change challenge and a working group of Members is being set up to advise on and focus the work programme on this.
The ‘Landscapes Review’, chaired by Julian Glover, reported in September with some significant recommendations for the conservation and enhancement of National Park landscapes. The report was considered by Members in November 2019. The Government’s response to the report is likely to have some significant implications for how our landscapes are managed. During 2020, the Environment Bill and Agriculture Bill are likely to progress through Parliament and become Acts; both will have significant impacts on how the Authority delivers its purposes and duty.
As in previous quarters, we have seen continued uncertainty around a future system of agricultural support. Officers have been working closely with other English national park authorities, National Parks England and Defra to shape and influence the design of a future environmental land management scheme (ELMS) and have been developing tests and trials for a new system. A draft position statement for the Future of Regulation and Enforcement for Farming & Land Management in the English national parks has been drafted for the NPAs’ England Agriculture and Rural Development Group.
The Defra contract for the delivery of the White Peak ELMS Phase 1 Test has been signed. This will focus on testing whether National Character Area assessments can be used as a way of prioritising the public goods to be delivered under ELMS and how farmers and land managers can develop land management plans to deliver those public goods. There is continued evidence that land managers are finding the current support system difficult and this is impacting on how the land is managed, despite advice and support from the Authority.
The Authority’s work with partners in landscape scale projects continues with the Moors for the Future, South West Peak Landscape and White Peak Partnerships. The Moors for the Future Partnership has been working with consultants on the future structure and governance of the Partnership on the “Moor Business” project. A brief for a strategic approach to wildfire mitigation has been produced and is being developed with partners and other stakeholders. A fire ignition map of the Peak District moors has been produced, which will inform some of this work. The report on the Moorland Birds Survey was launched in October, but it has been withdrawn pending a further analysis of the results. The report on the Birds of Prey Initiative will be published in Q4.
Work has progressed on setting out a brief and methodology for reviewing the Authority’s Landscape Strategy and for landscape monitoring; integrating this with the assessment of special qualities. A revised programme was agreed at the Programmes and Resources Committee in October.
In Development Management, a number of long term absences and vacancies are impacting delivery on determination of applications and pre-application
Page 103 Page advice. This will continue into the next quarter. Consequently, officers are proposing to suspend the pre-application advice service for a period of 6 months. This will inevitably have an impact on the service provided by the Development Management service and on the income generated through pre-application fees. Officers will keep this under review to assess the operational, financial and reputational impacts.
Page 104 Page Appendix 1b: Quarter 3 Performance Report for 2019/20
RAG status of strategic interventions: Red = 3, Amber = 5, Green = 13
Outcome: A sustainable landscape that is conserved and enhanced
Distinctive landscapes that are sustainably managed, accessible and properly resourced
RAG status of strategic KPI and targets Commentary on strategic intervention and likelihood of meeting target intervention
KPI 1: Influence the Influence the design of the PDNPA has continued to represent the English NPAs at the Agri-environment Stakeholder development of a support future post-Brexit scheme Working Group and Technical Group and External Working Group meetings. A draft position system that properly rewards for roll out in 2025. Influence statement for the Future of Regulation and Enforcement for Farming and Land Management farmers and land managers and deliver tests, trials and in the English National Parks has been drafted for the NPAs’ England Agriculture & Rural for delivering a full range of pilots for the new scheme Development Group. Further webinars have been supported for Future Farm Advice. The public benefits through to 2025 Association of Local Government Archaeological Officers and Historic England have commissioned a research project to assess Countryside Stewardship Scheme historic 2024 target: At least an environment outcomes in order to inform new scheme design. However, there has been a additional 10% of Peak slowdown in the number of meetings and information flow from Defra due to purdah and then District National Park in post-election. environmental land management schemes The Defra contract for the delivery of the White Peak Environmental Land Management Scheme (ELMS) Phase 1 Test has been signed. This will focus on testing whether National 2019/20 target: 40% Character Area assessments can be used as a way of prioritising the public goods to be (cumulative total area) delivered under ELMS and how farmers and land managers can develop land management plans to deliver those public goods. Preparations for 1:many and 1:1 engagement with White Responsible officer: Head of Peak farmers & land managers have taken place with the Land Managers’ Forum and White Landscape and Conservation Peak Partnership Brexit task & finish groups and will begin in Q4.
Issues arising: The issues facing upland farmers and land managers are being assessed by Natural England, but this report will not be shared until Q4. In the meantime, progress is slow and farmers and land managers still face uncertainty around the new support system, future regulation and trade arrangements.
Appendix 1b: Quarter 3 Performance Report for 2019/20
Actions to address: Continue to seek opportunities to share current Peak District farming and land management issues and potential solutions with Defra. Continue to represent the NPA at stakeholder meetings and deliver the White Peak ELMS Phase 1 test.
Make the case for and PDNPA has continued to represent the English NPAs at the Agri-environment Stakeholder influence the design of Technical Group meetings where improvements to Countryside Stewardship are being transitional arrangements explored. However, the proposals for changes for the 2020 application window remain modest, including further as described in Q2. Defra has started to share ideas to more closely align the current improvements to the current Countryside Stewardship Scheme to proposals for ELMS but this is unlikely before 2021 at Countryside Stewardship the earliest. The Natural England report on the issues facing upland farmers and land scheme managers will be influential in informing future changes.
Issues arising: The changes proposed for 2020 Countryside Stewardship applications will not address the issues of the scheme for many of our upland farmers and land managers.
Actions to address: Continue to represent the English national park authorities and upland issues in particular at various stakeholder events. Also, continue to look for opportunities to work closely with Defra and Natural England.
Continue to support land Farm advisers have continued to support farmers and land managers with accessing the managers to access current national Countryside Stewardship Scheme and with the Authority’s own small-scale Land and future schemes Management Grant Scheme. The Authority’s grant scheme has also been used to support the Traditional Buildings Restoration Pilot Scheme where additional work has been identified late in the process and could not be funded by Natural England e.g. small grants to cover the cost of additional bat surveys and provision of barn owl boxes to displace breeding activity so restoration can take place. The White Peak small-scale practical trials to explore developing nature recovery networks across the agriculturally improved plateau are in progress and are already attracting considerable interest from organisations and farmers. The South West Peak Partnership continues to offer a range of grants for slowing the flow, small farm grants & grassland restoration.
KPI 2A: Natural beauty Develop methodology for An update of progress and next steps with Members is scheduled for Q4 via a Members conserved and enhanced strategic sustainable Forum. An update has been drafted to share the draft objectives and progress to date with landscape monitoring with partners and the NPMP Advisory Group at its January 2020 meeting. Sharing this with 2024 target: Net partners, which: identifies partners will be completed in Q4. Work on developing the monitoring methodology for natural enhancement as identified by interventions required to beauty has continued including working with Cranfield University for a semi-automated Page 105 Page landscape monitoring prevent / reduce / reverse / approach to the sample repeat of the Countryside Commission’s Monitoring Change in mitigate negative changes National Parks. The sample repeat Landscape Description Unit photographs have been
Page 106 Page Appendix 1b: Quarter 3 Performance Report for 2019/20
2019/20 target: Develop and enhance natural beauty; assessed and are already beginning to show some interesting changes particularly in tree methodology for strategic and addresses any issues cover and tree health. Initial work has also taken place to scope out a potential survey of sustainable landscape arising from the climate public perceptions of landscapes as part of the special qualities project. monitoring with partners change vulnerability assessment of special Other existing monitoring work has continued. For example, Moors for the Future Responsible officer: Head of qualities Partnership’s autumn water table campaign completed this quarter with approximately Landscape and Conservation 11,000 measurements during the period. This is a major metric for the health of blanket bog condition. Additionally, Moors for the Future Partnership’s summer vegetation campaign was completed this quarter, having run since 2003. This year, over 600 quadrats were visited in which % cover of species was recorded. Quadrats were also photographed each year.
Issues arising: The project continues to require new thinking and remains behind the original target.
Actions to address: As reported in the previous quarter, the project plan has been revised and the timescale extended for completion in 2020/21.
KPI 2B: Natural beauty Ensure all planning There were no decisions in Q3 that were contrary to strategic planning policies. There were conserved and enhanced decisions are in accordance a number of decisions that the Planning Committee made contrary to officer with strategic policy recommendation, but none raised strategic planning policy issues. There were no significant 2024 target: Net appeal decisions in the quarter. enhancement as identified by landscape monitoring 2019/20 target: 100% of planning decisions in accordance with strategic policy
Responsible officer: Head of Development Management
KPI 3: Increase the amount of Further develop our Discussions with key partners have continued to facilitate research into the carbon story of the carbon captured and stored knowledge and insights of Peak District. Meetings with Natural England and staff at the University of Manchester and as part of routine land use total carbon captured and Manchester Metropolitan University are steadily progressing the prospect of a project to look and management stored to tell the carbon at peat depth and existing carbon content across the Peak District. Additionally, meetings with management story of the staff at the University of Derby and Manchester Metropolitan University regarding methods to Peak District moorlands monitor gaseous flux of carbon are helping to focus future project development to address these currently unknown factors. There is also potential to have a PhD student placed with
Appendix 1b: Quarter 3 Performance Report for 2019/20
2024 target: 3,650 tonnes net Moors for the Future Partnership during the summer of 2020 looking at preliminary gas flux decrease in carbon emissions measurements, although these discussions are currently in the preliminary phase. from moorland Continue to carry out a Restoration work has continued across peatlands of the National Park at excellent pace, 2019/20 target: 730 tonnes range of moorland helped by the relatively warm, snow-free weather to date. restoration work to Responsible officer: Head of revegetate bare peat and Programme Delivery (MFFP) reduce carbon emissions
Develop the climate change Work has continued to progress the vulnerability assessment on the approved top 25% of vulnerability assessment features. The assessment has looked at the most up-to-date climate projections (UKCP18) and implement the key and reviewed all available scientific research on the sensitivity, exposure and adaptive outcomes capacity of each feature in the context of predicted climate trends. This approach has used likely trends and processes to assign scores to each variable and has produced an overall Responsible officer: Head score for the vulnerability of each feature. The assessment of each feature has been of Strategy and Performance undertaken and initial draft sections have been shared with internal and external specialists for their feedback.
High quality habitats in better condition, better connected and wildlife rich
RAG status of strategic KPI and targets Commentary on strategic intervention and likelihood of meeting target intervention
KPI 4: Area of moorland Continue restoration Q3 is one of the busiest delivery quarters with (so far this winter) 840 dumpy bags of brash blanket bog moving towards activities on degraded cut transported and spread, over 13km of geotextile laid, 5.5ha of bare peat re-vegetated, favourable condition blanket bog to move it 3,650 gully blocks installed, 244ha of Sphagnum planted and 55ha of invasive species towards favourable condition control conducted. 2024 target: Restoration with a focus on reducing the activities on 1,500 hectares of amount of bare peat and Figures for all restoration activities (except bare peat, as Q3 falls in the middle of restoration degraded blanket bog rewetting as far as possible work): in years 1-3 October to December = 395.6ha for the Partnership, of which 327ha was by MFFP team, 2019/20 target: 300 hectares and the rest by our partners. (27% of current bare peat) 2019/20 year to date = 567ha, of which 388ha was by MFFP team, and the rest by our
Responsible officer: Head of partners. Page 107 Page Programme Delivery (MFFP)
Page 108 Page Appendix 1b: Quarter 3 Performance Report for 2019/20
The figures for bare peat re-vegetation are not included this quarter, because the two components of treatment, the brash and the lime, seed and fertiliser (LSF), are usually spread in different years. Estimated figures for bare peat re-vegetation are zero for October to December and 55.5ha for year-to-date.
The South West Peak Partnership has delivered 6 hectares of blanket bog diversification (heather cutting by Moors for the Future and sphagnum planting) on Morridge Moor (PDNPA owned and leased to the MOD). Plans for the restoration of the remaining 24ha will be made in Q4 and work completed in 2020/21.
KPI 5: Sustain the area of Use and share our data on Progress continues to be made and the new Data Assistant has made an excellent start to the non-protected, species-rich non-protected species rich outstanding data cleansing. grassland through retention, (priority habitat) grassland to enhancement and creation inform our plans with a view Issues arising: Wider internal sharing of the data remains unavailable until the cleansing and to it becoming publicly sorting process has been completed. 2024 target: Sustain at least available and supporting the 5,000 hectares of non- public payment for public Actions to address: Keep progress under review. protected, species-rich goods approach grassland
Deliver annual assessment During Q3, farm advisers have continued to work with farmers and land managers with this 2019/20 target: 5,000 of net gain/loss of non- type of grassland including support with: managing land in national agri-environment hectares protected, species-rich schemes; accessing and managing land in the Authority’s own small scale Land
grassland and use this to Management Grant Scheme; conservation advice; and understanding regulations Responsible officer: Head of influence our future plans (particularly the Environmental Impact Assessment Regulations). Through South West Peak Landscape and Conservation Partnership projects, 6ha of grassland has been restored (the majority by hand seed collection and spreading by volunteers). The management of Authority-owned grasslands (Warslow Moors and North Lees Estates and minor properties) has also continued. Support to sustain species-rich grassland is usually ongoing for more than one quarter, so the total amount of non-protected, species-rich grassland that has been (and in many cases continues to be) sustained is 274 ha for the year so far.
Issues arising: Concern continues that farmers and land managers may seek to improve the agricultural productivity of grassland whilst there is still uncertainty around future support schemes, future regulation and enforcement and the Countryside Stewardship Scheme remains unattractive to many.
Appendix 1b: Quarter 3 Performance Report for 2019/20
Actions to address: Continue to influence the design of the new ELMS, deliver the White Peak ELMS tests and trials and pursue changes to the current Countryside Stewardship Scheme so that it delivers better for our Peak District farmers and land managers. Guidance on the Environmental Impact Assessment Regulations continues to be provided.
KPI 6: Area of new native Prioritise new native The area of land planted as part of the small woodland creation partnership scheme with the woodland created woodland creation work Woodland Trust is now 13 ha with a further 1 ha planned and to be planted in Q4. The South West Peak Partnership is working with the Forestry Commission and Cheshire Wildlife Trust 2024 target: Create at least to deliver Slowing the Flow small woodland creation using the Countryside Stewardship 400 hectares of new native Scheme and Water Environment Grant funding and now has 15ha of new native woodland woodland confirmed with planting this winter and next spring.
2019/20 target: 50 hectares The joint Authority and Forestry Commission Event Delivering the 25 Year Environment Plan: Woodland Creation in Upland Protected Landscapes was oversubscribed with over 40 Responsible officer: Head of people attending from key organisations and other northern national parks. The event Landscape and Conservation challenged conventional thinking about woodland creation in the context of the 25 Year Environment Plan target for woodland creation and shared best practice.
Issues arising: As one of the larger-scale planting proposals that has been supported has not yet come to fruition, the 50ha target for this year will not be met.
Actions to address: Continue to support farmers and land managers to consider woodland creation and carbon storage, particularly in the light of the proposed new ELMS tests and trials and the focus on the delivery of public goods.
KPI 7: Maintain and enhance Continue to have a clear The results of the Moorland Bird Survey 2018 were published in Q3, but they have been populations of protected and voice on the outcomes we withdrawn pending a further assessment of the results. distinctive species expect from the Peak District National Park moorlands A fire ignition risk map was produced by Moors for the Future in Q3. The work shows that the 2024 target: Restore spatial distribution of wildfires has changed through time. During the period 1976-2003 many breeding pairs of birds of prey fires occurred on high moorland areas such as Kinder and Bleaklow, particularly in areas in the moorlands to at least surrounding the Pennine Way. Since 2009, the majority of fires have occurred in the north the levels present in the late west of the study area, particularly on the moorland fringe. The resultant ignition risk map 1990s clearly shows this change, with higher risk areas tending to be located in accessible regions on the fringe of the study area. This data is feeding into the work being carried out by the Authority with partners on a strategic approach to managing wildfires. Page 109 Page
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2019/20 target: 17 Peregrine, The Moorland Association and moorland managers have started to engage with the Upland 25 Short-eared owl, 37 Merlin, Skies Project. 5 Hen harrier Issues arising: Recent changes to the process for the burning of blanket bog and deep peat Responsible officer: Head of has meant a further delay to the production of Long Term Moorland Management Plans Landscape and Conservation between moorland owners/managers and Natural England.
Actions to address: Continue to support the ambition for Long Term Moorland Management Plans.
Work with moorland owners, The draft Birds of Prey Initiative Action Plan has been agreed and will help focus activities for land managers and partners this breeding season. Provision of final bird breeding numbers from the raptor groups has to deliver resilient, been delayed until Q4. Early indications show good goshawk success, a reduction in wildlife sustainable moorlands that crimes & improving relationships between raptor group workers & gamekeepers. However, lead to increased numbers the target of reaching the 1990 levels of breeding success is not yet being achieved. The of birds of prey 2019 report and press release will be published in Q4. Feedback from the Peak Park Police Summit held in Q3 suggests that a more proactive publicity approach such as that taking place in Northern Ireland should be followed to deter persecution.
Issues arising: The birds of prey targets have not yet been achieved.
Actions to address: The Birds of Prey Initiative continues to focus on achieving the target numbers and building on the green shoots of improved relationships between land owners, agents, keepers and raptor groups.
Cherished cultural heritage that is better understood and looked after
RAG status of strategic KPI and targets Commentary on strategic intervention and likelihood of meeting target intervention KPI 8: Increased knowledge, Deliver baseline survey as During Q3, the collation of baseline data was completed. The NFP Synergy survey that we understanding and active part of our wider audience commissioned primarily to provide data for several of the audience KPIs, also provides data engagement with survey on engagement with cultural heritage. Within the survey, those who had visited the PDNP in archaeology, historic the last two years were asked what they chose to experience during their visit. One of the structures and landscapes options was cultural heritage. In this baseline survey, 36% of visitors chose to experience cultural heritage. This is not a low score, but it is significantly lower than some of the others (natural beauty = 59%; nature = 47%) This demonstrates the value of our aim to increase engagement with cultural heritage.
Appendix 1b: Quarter 3 Performance Report for 2019/20
2024 target: 5% increase in Engage with a range of During Q3, a range of activities have helped to increase public awareness of cultural audiences actively engaging audiences to promote and heritage in the PDNP. “Reading the Peak District Landscape” book was launched and with cultural heritage increase knowledge, around 400 have been sold. Publicity included a local radio interview. The GUIDELine understanding and Project has been supported and commenced in Q3; this is a project funded by HLF and the 2019/20 target: Baseline engagement with Arts Council focused on the north western boundary of the National Park particularly to archaeological sites, historic engage young audiences from surrounding towns and cities. The South West Peak Responsible officer: Head of structures and landscapes Partnership “The land that made us” book was launched and so far around 200 have been Landscape and Conservation sold.
KPI 9: Percentage of Conservation and A range of activities have continued to deliver the conservation and enhancement of Scheduled Monuments and enhancement of scheduled scheduled monuments and listed buildings. Activities range from farm advisers and agri- Listed Buildings conserved monuments and listed environment schemes including the Traditional Buildings Restoration Pilot, planning and and/or enhanced buildings through our listed building consents and advice, ranger and conservation volunteers, South West Peak regulatory, advisory and Partnership projects, community grants and work to Authority properties. 2024 target: 10% partnership roles and our own property Recent examples include continuing support to Stanage & North Lees Heritage Action Group 2019/20 target: 2% (66) (successful £10k Heritage Lottery Award for survey, archives, oral histories and practical works). Four English Heritage guardianship sites (Nine Ladies, Arbor Low, Wet Withens, Responsible officer: Head of Hobhursts House) have been reviewed and care of these sites is on-going until the next Landscape and Conservation formal review in 2025. Minor repairs to Throwley Old Hall have been identified and will be commissioned in Q4, South West Peak Partnership grants were awarded for the restoration of 19th century altar frontals at the Grade 2 listed St Luke’s Church, Sheen and the completion of 4 traditional building surveys.
We have continued to test the recording system and cross team working has continued ready for reporting on progress in Q4.
KPI 10: Percentage of Agree methodology for A methodology has been agreed and will be tested in the first Conservation Area Appraisal Conservation Areas Conservation Area on the village of Winster. The methodology includes community liaison including the parish conserved and/or enhanced appraisals in line with best council and village school. We are working with Derbyshire Environmental Studies service practice and PDNPA Ranger service to develop schools’ teaching material and to train PDNPA staff 2024 target: 100% (109) to deliver the engagement package in the future. Once the first appraisal has been have adopted appraisals completed, the methodology will be reviewed and any improvements made.
2019/20 target: 95% (104) Develop and adopt the The village of Winster will be the first Conservation Area appraisal to be prepared. Data remaining six Conservation collection has started and has been used for Member training during Q3. Community liaison Page 111 Page Area appraisals has begun, including the local history society and parish council. Further engagement with
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Responsible officer: Head of the parish council and school is planned for Q4. The draft appraisal will be completed in Q4 Landscape and Conservation but formal adoption is unlikely to be delivered until 2020/21. Plans are already in place for the delivery of Longnor Conservation Area appraisal in 2020/21.
Further develop the A community engagement approach is being taken for the Conservation Area appraisal with community engagement input from a number of teams across the Authority. In particular, there will be early approach in Conservation engagement with school children for the Winster Conservation Area appraisal. Area appraisals
Develop and deliver a An assessment of the volume of planning applications in conservation areas has been prioritised programme of delivered. Completion of a prioritised list of updating/adopting Conservation Area appraisals updating/adopting is due in Q4. Conservation Area appraisals based on risk, including engagement with communities
Appendix 1b: Quarter 3 Performance Report for 2019/20
Outcome: A National Park loved and supported by diverse audiences
Q3 overview by Director of Commercial Development and Engagement
This quarter reflects continued positive performance with some notable milestones. Overall 5 KPIs are green, 3 amber and 1 red (income generation).
Our ambition to inspire the next generation continues around the Peak District. We launched and signed up 6 Ambassador Centre partnerships commencing with St Michael’s Environmental Education Centre, Hathersage on 1 October. Ambassador Centres work in partnership with PDNPA to inspire young people (10-16 years) to connect and raise awareness about the Peak District National Park’s special qualities and how to care for them. We provide the centres with resources and training for their staff to support them to do this.
PDNPA pioneered the first UK national Junior Rangers camp. 46 junior ranger representatives attended from Cairngorms, Loch Lomond and The Trossachs, North York Moors, Pembrokeshire Coast, Peak District National Park and partners. Feedback was very positive with agreement to make it an annual event. In December, over 250 people attended a National Park awareness-raising event at Macclesfield forest (128 children, 123 adults) and over 200 people attended a Longdendale Open Day to celebrate 20 years of working in partnership with United Utilities. 95% of families came specifically to attend the event. 25% of families had never been to Macclesfield Forest before.
The independent audience survey report (NFP Synergy) has been delivered. Combined with the residents survey, STEAM data (tourism) and customer feedback from our visitor touchpoints, this evidence will provide the basis of our plan to drive audience, marketing and communication actions, to increase awareness and connectivity to the National Park and the Authority.
The Foundation (PDNPA’s primary fundraising vehicle) has made significant progress and is over a third of the way to the £70k target, with trustees funding wildlife, hedgerow conservation and hydroelectricity projects totalling c£5.5k. Grants ranging from £500 to £2,500 have been distributed to organisations including the PDNPA to deliver community benefits that directly contribute to National Park Management Plan outcomes. The Foundation’s new website has been launched and its first raffle with corporate support and prizes from Chatsworth and Losehill House Hotel raised £1,800, increased social media followers, helped build the Foundation brand and engaged volunteers.
Trading for Q3 is comparable to last year which is positive given many retailers struggled over the Christmas period. A new digital campaign on the 12 days to Christmas enabled a more dynamic offer to customers (reaching c100k people).
The Authority had strong coverage (press, peer and industry publications) of the successful planning case against inappropriate damage to a listed building property in Winster. We have also amplified our engagement with Google (where the Park receives over 1m hits per month) by responding to digital reviews and improving content.
Page 113 Page Looking forward, Q4 priorities are to produce a joined up audience/communications/marketing plan, champion the Foundation’s #70for70 target (a role for Members too) and complete the North Lees Estate consultation.
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RAG status of strategic interventions: Red = 1, Amber = 3, Green = 5
Outcome: A National Park loved and supported by diverse audiences
Greater audience reach among under-represented groups
RAG status of KPI and targets Commentary on strategic intervention and likelihood of meeting target strategic intervention KPI 11: Proportion of under- Carry out data research The PDNPA has signed up for ongoing awareness research with NFP Synergy as part of represented groups reached to establish baseline a syndicated survey alongside a large number of other non-profit organisations. Twice a audience demographics year, a UK-representative sample of 1,000 people will be surveyed by NFP Synergy and 2024 target: Peak District National answer questions about the PDNPA and the PDNP. In the first survey, 206 of the 1,000 Park audience reach that is 30% people had visited the PDNP, so these responses have been used to assess our audience closer to demographics of those demographics and what people experienced during their visit to the PDNP. At present these within an hour’s travel time of the are the views of a relatively small number of people (206), but once we have carried out National Park repeat surveys, NFP Synergy will be able to collate responses and give us even more robust data. The numbers that we are reporting here are for the smaller sample size, but 2019/20 target: Establish baseline the number of responses was large enough to be broken down for analysis and gives us a demographics of our audience (age, good indication of our current position.
Appendix 1b: Quarter 3 Performance Report for 2019/20
ethnicity and health inequality) and develop activity plan and PDNP audience reach versus local demographic targets to close baseline demographics (ethnicity) (n=206) gaps in priority areas 100% 90% 89% Responsible officer: Head of 80% Marketing and Fundraising Development 60%
40%
20% 9% 11%
0% White Non-White/Mixed
Have visited the Peak District National Park in the last two years Live within one hour's drive of the National Park
PDNP audience reach versus local demographics (age) (n=206) 50% 41% 40% 33% 30% 32% 30% 20% 20% 15% 15% 15%
10%
0% 16-24 25-44 45-64 65+
Have visited the Peak District National Park in the last two years Live within one hour's drive of the National Park
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PDNP visitors (health) (n=206) 30%
25%
20%
15%
10%
5%
0% Physical disability Anxiety/ depression
Have visited the Peak District National Park in the last two years Reported this condition in 2017/18 UK survey
Prioritise gaps and Now the baseline survey is available, work to finish the plans to work with diverse audiences establish plans by will be completed in Q4 ready for delivery from April 2020. From the baseline survey (whilst audience group (digital, a limited sample), it is clear that our existing interventions, such as our work with young supporters, visitors people and supporting BAME groups, are proving successful and should continue as staff, volunteers) to planned. close any gaps Issues arising: Audience plan not complete due to baseline data not available until Responsible officer: December 2019. Head of Engagement Actions to address: Audience plan to be completed in Q4. Extra resource has been made available to do this from vacancy savings in the CDE Directorate.
Appendix 1b: Quarter 3 Performance Report for 2019/20
A strong identity and excellent reputation driving positive awareness and engagement
RAG status of KPI and targets Commentary on strategic intervention and likelihood of meeting target strategic intervention
KPI 12: Public connection with the Use research to As per KPI 11, a survey has been completed and a baseline of 24% connection to the Peak District National Park develop a plan to better National Park established. Data suggests that the most disconnected groups are those understand our existing within the lower NRS social grade of DE. No further data is required to develop the plan. 2024 target: Peak District National and potential audiences Park connection is increased by 20% to increase public Issues arising: Capacity to deliver supporting communications and marketing plan. connection with the 2019/20 target: Using existing National Park Actions to address: Director to work with Head of Marketing and Fundraising, Head of research, develop, prioritise and start Engagement and Head of Visitor Experience to clarify process, number of plans and to implement plan to increase brand responsibilities to deliver the outcome. awareness, maximising Peak District National Park Authority brand Implement plans to The autumn edition of ParkLife was produced with a saving of £4k on previous delivery touchpoints increase public costs. Community feedback on a localised delivery strategy has been very positive. Agree survey protocol for following connection with the years to measure public connection National Park through In partnership with other services and the National Trust, an agency has been the development of commissioned to deliver the first phase of the Countryside Code revamp and this work is Responsible officer: Head of quality engagement underway. We have amplified our engagement with Google (where the Park receives Marketing and Fundraising opportunities that over 1m hits per month) by claiming our assets, responding to reviews and improving Development encourage responsible content. This works alongside platform development such as TripAdvisor. We continue to behaviours and by liaise with and support TV production companies for series scheduled for filming in 2020. growing sustainable tourism products Overall social media following across all channels rose by 3%, with an increase on Instagram of over 12%. Peak social media post ‘reach’ topped at 150k, including on issues such as mental health and national parks. Website stats are unavailable due to web access restraints.
A new Discover England Fund programme following on from the English National Parks Experience Collection is at the initial planning stages and due for submission in Q4. This is expected to have a more distinct focus on domestic and sustainable transport options. Page 117 Page
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KPI 13: Public awareness of Peak Use existing research Data on Authority awareness within audiences outside the National Park has been District National Park Authority to develop a plan to assessed through the NFP Synergy survey. In the first survey, 27% of those surveyed increase awareness of were aware of the PDNPA. Data from the 2019 residents survey completed in Q3 2024 target: Peak District National the work of the indicates that 78% of residents currently agree they are ‘informed about the work of the Park Authority awareness is Authority Authority’. increased by 30% Further analysis of preferred means of communication suggests a balanced split between 2019/20 target: Using existing digital (web and social media) and hard-copy (print media, ParkLife magazine). This will research, develop, prioritise and start underpin communications planning alongside audience development work (KPI 11), and to implement plan to increase brand will be continually assessed to guide division of resource between our online and offline awareness, maximising Peak District communications. National Park Authority people and services Issues arising: Insight from recent surveys suggests that raising awareness percentages Agree survey protocol for following can require significant investment (c£1m). Any planned improvements and benefits in this years to measure awareness area will need to be carefully assessed and costed. Highly unlikely to increase awareness by 30% without investment. This represents a potentially significant cost burden, which is Responsible officer: Head of not factored into the Medium Term Financial Plan. Marketing and Fundraising Development Actions to address: Communications and marketing plan per KPI 12 above. Further analysis and ranking of actions to increase awareness with associated costs and benefits.
Implement the plan to Work to increase awareness of the PDNPA has included creation of a marketing plan for increase awareness of our commercial assets and launch of a trial digital engagement programme themed on the Authority, including the ‘12 days of Christmas’, which reached 100k people. Highest engagement was across but not limited to Instagram (over 50%), which also targets some of our youngest audience members. development of a Net PDNP-led press coverage reached 1.6m people with an AEV value of £67,000. Coverage Promotor Score (or of the Winster planning case included a number of peer and industry publications such as similar) and seeking Professional Builder and Planning. external awards in relation to our work We have continued efficiencies across our digital platform, reducing underperforming website pages resulting in a 25% reduction in page volume. Twitter channels for assets such as cycle hire have been closed and posts will now be directed via our central corporate channel, maximising audience reach and brand awareness.
Appendix 1b: Quarter 3 Performance Report for 2019/20
Active support through National Park points of contact to generate sustainable income
RAG status of KPI and targets Commentary on strategic intervention and likelihood of meeting target strategic intervention
KPI 14: Amount and sustainability of Implement and The main projected components of the 2019/20 income target were the new catering Peak District National Park Authority’s continue to develop the provision at Millers Dale and anticipated income increases from car parks arising from income stream plan to maximise enforcement and tariff changes. income without 2024 target: Generate an extra compromising the Increases in income have been affected by one of the wettest summers on record which £500,000 sustainable gross revenue special qualities of the will have affected all visitor-related income streams. However, income from North Lees income* National Park, including Estate has increased by £21K and smaller increases have been seen in other areas. Car car park management, park income has increased by £17K but this is still below the anticipated increase. We are 2019/20 target: £140,000 new visitor experiences unlikely to achieve the income target this year. at Millers Dale and Responsible officer: Head of Visitor Hulme End, Development Control income is £13K below that achieved in Q3 of 18/19. The income Experience Development maximisation of existing from planning application fees is outside the Authority’s control but affects the overall income opportunities income target. However, income from pre-application advice is within our control and *This is an aspirational target that will and growing our some fees have been refunded as reduced capacity has meant we have been unable to not be built into the baseline budget commercial enterprises deliver this service in the timescales of our customers. Fee income for monitoring until it is consistently achievable in a minerals and waste sites is also reduced because of vacant posts in that team. sustained way Issues arising: Car park income unlikely to achieve expected levels of income increase. Continued issues with staff absences means that we are unlikely to grow minerals and waste site monitoring. In addition to this, as noted previously, officers are proposing to suspend the pre-application advice scheme for 6 months in response to significant staff absences and vacancies.
Actions to address: Evaluate the 2019/20 income to assess which aspects of weather, tariff changes and enforcement are differing from expectation. Work to resolve issues relating to staff absence.
Design and launch The PDNPA fundraising campaign is being delivered via The Peak District National Park fundraising campaign in Foundation as the charitable fundraising vehicle for the National Park Management Plan. support of corporate The campaign is #70kfor70 – aiming to raise £70k by April 2021 to celebrate the National
Page 119 Page strategy outcomes Park’s 70th anniversary. Actual income to December 2019 is c£30k. The Foundation is ready to fund projects including Year of Green Action Community Activities, Elkstone
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History Project and Fairer for Nature. The annual figures for 2019/2020 will be reported in Q1 once the Foundation has finalised its accounts.
KPI 15: Value of Peak District Review management Volunteer action plan is now completed and has been shared with volunteers and key National Park Authority volunteer and development of stakeholders. The volunteer vision and programme scope was shared and approved by the support volunteers and roles to Programme and Resources Committee. create an action plan to 2024 target: Generate an extra target increased £250,000 in volunteer support across volunteer support, the Peak District National Park diversity and efficiency Authority Implement action plan Good progress has already been made on implementing the action plan, with a volunteer 2019/20 target: Review volunteer to improve voice group (20 volunteer representatives from the volunteer hubs) established, two performance and roles creating action opportunities for volunteering masterclasses designed and delivered for volunteer managers and supporting plan to target increased value (money volunteering and documents produced. and support). Implement action plan increase diversity and increase value of volunteer amongst our volunteers Issues arising: Work needed to establish and recruit new volunteer roles and skills to support by £50,000 match our audience ambitions. This is planned for Q4 taking into consideration the NFP Synergy audience research referred to in KPI 11. Responsible officer: Head of Engagement Actions to address: New roles to be finalised and new volunteer managers trained. Focus on recruitment from diverse audiences through targeted advertising of roles.
Appendix 1b: Quarter 3 Performance Report for 2019/20
Outcome: Thriving communities that are part of this special place
Q3 overview by Director of Conservation and Planning [Back to title page]
The Authority has continued to work with communities in the National Park, with a strong lead from the Policy and Communities Service working with teams in the Commercial Development and Engagement directorate. The Policy and Community Service has produced a draft Engagement Plan to direct and focus our work with communities. The Plan proposes early engagement on policy issues during 2020/21. Methods will include discussion with parishes and surveys using digital media. Issues will be informed by annual monitoring data, early evidence gathering, Parish Statements and related Statement of Communities report, and the national context.
There is continued engagement with the Peak Park Parishes Forum. The annual meeting took place on 12 October 2019, focussing on visitor management. It was well attended, with several parishes attending for the first time. Work continues on producing Parish Statements to share with parishes. We have now produced a Parish Statement for every parish, and we have consulted parishes on the statements. We have had good initial feedback from around two thirds of parishes and this will help to inform and guide our work on the Local Plan Review, development of our definition and understanding of ‘thriving and sustainable communities’, and the development of community plans by parishes and communities. Community input is also leading to deeper opportunities for community development e.g. through neighbourhood/community plans and projects.
Feedback has allowed officers to commence drafting our first report on the State of Communities, with potential indicators emerging to assist the development of definitions and policy in later stages of plan making.
A Member Local Plan steering group has been established to work with and assist officers through the process of reviewing the Local Plan. During 2020/21 this will include advising on the issues to be developed for early engagement with communities, partners and the general public. The steering group met in early November.
We continue to work with some parishes on Neighbourhood Plans, with Bakewell now at a relatively advanced stage.
There continues to be a good response to community grants, with our funding helping to ‘pump prime’ some important local projects. We are in the final year of the committed grant, but funding has been allocated to continue this grant.
We have also continued to work with district councils and housing providers to determine levels of need for affordable housing in communities and to identify potential sites to meet this need. Key meetings have been held in Q3 with Peak District Rural Housing Association and High Peak Borough Council.
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RAG status of strategic interventions: Red = 0, Amber = 3, Green = 5
Outcome: Thriving communities that are part of this special place
Influencing and shaping the place through strategic and community policy development
RAG status of strategic KPI and targets Commentary on strategic intervention and likelihood of meeting target intervention
KPI 16: Number and range of Redesign engagement plan to An Engagement Plan has been drafted with actions planned for early residents and other community increase number and range of engagement on policy issues during 2020/21. Methods will include stakeholders understanding and stakeholders involved in Local discussion with parishes and surveys using digital media. Issues are to be engaged in the development of Plan review. Coordinate with informed by Annual Monitoring data, early evidence gathering (e.g. strategic policies engagement planning work population projects), Parish Statements and related Statement of under audience reach strategic Communities report, and the national context such as the Landscapes 2024 targets: interventions Review, the Environment Bill and the 25 Year Environment Plan etc. 50% increase in number 50% increase in range
2019/20 targets: Engage 100% of Parishes on Statements have now been drafted for all parishes, with close engagement 10% increase in number audit work to create a and input from around two thirds of all parishes. This enables a greater level 10% increase in range comprehensive set of Parish of richness and understanding regarding the health and sustainability of our
Statements and enable the communities. Community input is also leading to deeper opportunities for Responsible officer: Head of drafting of a State of community development e.g. through neighbourhood/community plans and Policy and Communities Communities Report projects.
KPI 17: Number of communities Review the menu of community Menu reviewed and work ongoing to promote the offer. shaping the place initiatives and extend it to provide lighter touch 2024 target: 20% of Parishes plans/visions. Full menu to have helped shape their future include neighbourhood plans, neighbourhood development 2019/20 target: 4% orders, community land trusts,
Appendix 1b: Quarter 3 Performance Report for 2019/20
community plans, community Responsible officer: Head of visions, housing enabling plans, Policy and Communities and other projects that shape or influence the place Community development through building capacity, skills and engagement in local governance and community events
RAG status of strategic KPI and targets Commentary on strategic intervention and likelihood of meeting target intervention
KPI 18: Number of Peak District Review range and effectiveness A review of interventions data has been ongoing through Q1-Q3. We now National Park Authority of interventions provided and have an improved insight into the scope for interventions to promote interventions facilitating develop an action plan to focus community development rather than wider work e.g. promoting community development attention on community understanding of the National Park and special qualities. We have trialled development and to assist different activities such as the Year Of Green Action (YOGA) event, which 2024 target: 1,000 interventions measurement of key proved highly effective. performance measures 2019/20 target: 200 interventions We have achieved greater promotion of our community offer through the parishes bulletin but there is a very low indication of this leading to Responsible officer: Head of community development activity. There has typically been a lower number of Policy and Communities outcomes achieved via parish engagement.
Parish contact has been most effective in generating grant aided projects, promoting Parishes Day and enabling the Parish Statements. The statements could become a useful tool for ongoing parish engagement in the future. Otherwise parishes frequently defer to action groups for projects and proactive delivery work. There has been a growing input to climate change and sustainability groups suggesting this could prove a more effective means of intervention.
Issues arising: Overall numbers are likely to be lower than target but with a new aim to target sustainability groups.
Actions to address: Production of action plan in Q4 to inform revision of
Page 123 Page targets for Year 2 by focusing on principles of engagement rather than changing the metric: i.e. quality over quantity.
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KPI 19: Number of individuals Develop tools for engaging Membership of the community Facebook page has increased to nearly 800 and groups actively using Peak resident communities using members. This is a closed group which seeks to promote community District National Park Authority digital media channels towards development and promote values of the area. social media channels for the promotion of community community development development (e.g. sharing, Issues arising: Many types of post being observed of which only a promoting local events, proportion actively promote community or the values of the area. 2024 target: 100% increase commenting on policy development, encouraging and Actions to address: Posts continue to be monitored through Year 1. The 2019/20 target: 20% increase initiating local projects) team are trialling new engagement techniques through consultation on the Stanage Management Plan. This will reveal whether the principles and Responsible officer: Head of methodology can be used for strategic policy consultation in following years. Policy and Communities Embed within engagement plan Use of digital media included in draft engagement plan. and coordinate with engagement planning work Issues arising: Concern over how well we are joined up and effectively under audience reach strategic coordinating our data across directorates. interventions Actions to address: More dialogue with Commercial Development and Engagement directorate to explore optimum recording of audience reach data i.e. are we counting everything we can? Active participation through sustainable projects that connect people to place
RAG status of strategic KPI and targets Commentary on strategic intervention and likelihood of meeting target intervention
KPI 20: Number of residents Review the outcomes from grant Figures from year one highlight the huge scope and impact on people that involved in community life as a schemes and develop the future our small grants can have. The Policy and Communities service and South result of Peak District National role of grants West Peak Partnership are coordinating to identify a wide range of benefits Park Authority grants to communities which will be reported in full at year end.
2024 target: An extra 500 residents involved
2019/20 target: 100 Promote and deliver grants Both grants are being promoted and take-up is good.
Responsible officer: Head of Budget now secured to continue communities small grant into 2020/21. Policy and Communities
Appendix 1b: Quarter 3 Performance Report for 2019/20
Outcome: An agile and efficient organisation
Q3 overview by Director of Corporate Strategy and Development [Back to Title Page]
During Q3, the Programmes and Resources Committee approved the scope and approach to Member and Officer engagement in relation to four programmes: climate change; volunteering; landscape programmes monitoring/delivery; and recreation hubs and visitor engagement. For climate change, Members requested that a “Climate Change Member Led Task Group” be created. The Programmes and Resources Committee subsequently agreed the draft terms of reference for the Group and Members were appointed. The Group will develop the Authority’s thinking and response to climate change and act as an advisory body to the Programmes and Resources Committee.
Our Occupational Safety and Health Policy is reviewed annually to ensure it is up-to-date and reflects current best practice and legislation. The Programmes and Resources Committee considered the updated policy in December and agreed that it would become policy from 1 January 2020. We provide Occupational Safety and Health services to several other National Park Authorities who have chosen to adopt the style and content of our Occupational Safety and Health Policy (2020) in order to streamline their own occupational safety and health documentation and achieve greater consistency across the NPA family.
The work undertaken by the Authority’s Internal and External Auditors is a key part of our governance and internal control arrangements. As well as helping to monitor and improve our performance, it also provides a level of assurance that the Authority is financially resilient and provides value for money. At a meeting of the Authority, held on 1 November 2019, Members considered the External Auditors Annual Audit Letter relating to the 2018/19 financial year. The Authority achieved an unqualified opinion on the financial statements and satisfied the External Auditor that proper arrangements are in place for securing economy, efficiency and effectiveness in its use of resources. At the same meeting, Members also considered the first three reports provided by the Authority’s Internal Auditors for the 2019/20 financial year. The Internal auditors give an opinion based on five grades of assurance (High / Substantial / Reasonable / Limited / No). Members noted that the three areas audited, Contract Management, Planning and Business Continuity, have been given a High, Substantial and High level of assurance respectively.
On 18 October 2019, a Members workshop took place that focused on the Authority’s financial resources. The objective of the workshop was to inform and engage Members in the development of the 2020/21 revenue budget and the Medium Term Financial Plan (MTFP). The MTFP aims to predict future changes in income and expenditure over the period of the current Corporate Strategy (i.e. 2020/21 to 2023/24). To support the construction of the MTFP, a set of assumptions and scenarios are created and these were discussed with Members during the workshop.
A second Member workshop, focusing on human resource issues, was held on 15 November 2019. The workshop provided Members with an update and an opportunity to ask questions relating to key human resource issues affecting the Authority. These included the current workforce profile, our future workforce plans, using the Investors in People framework, becoming an employer of choice together with reward and pay related issues.
Page 125 Page During the next quarter, Members will be asked to consider and approve two strategic reports. The first relates to the Authority’s 2020/21 Revenue Budget and references many of the finance and human resource issues discussed during the Member workshops. The second report will seek approval to adopt a Corporate Asset Management Plan, which relates to the Authority’s considerable, complex and varied property portfolio.
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RAG status of strategic interventions: Red = 0, Amber = 2, Green = 17, not reported this quarter = 1
Our organisational performance: The Peak District National Park Authority is an agile and efficient organisation
Our workforce is more diverse, healthy and highly engaged
RAG status of strategic KPI and targets Commentary on strategic intervention and likelihood of meeting target intervention
KPI 21: Maintain low sickness Further develop the The Workforce Plan to support delivery of the Corporate Strategy 2019-24 is complete and levels Authority’s Workforce published. The content was shared with Members at a workshop on 15 November. Plan, to address the 2024 target: Under 6 days per full following key issues: Staff wellbeing: The Leadership Team considered a report on Employee Benefits on 4 time equivalent per year - Staff wellbeing (e.g. October, including benefits relating to wellbeing such as an Employee Assistance initiatives such as Mental Programme. 2019/20 target: Under 6 days per Health First Aiders) full time equivalent per year - Talent pipelines Also this quarter there has been promotion of: (including further World Mental Health Day (10 October) - #Ask Twice Responsible officer: Head of development of Flu jabs and our £12 contribution to the cost Human Resources apprenticeships) Movember – to raise awareness of men’s health issues - Pay strategy (including a salary grade review National Stress Awareness day (6 November). and benchmarking) - Employer of choice From October, Health and Wellbeing became a standing item at the quarterly Health and (employer branding to Safety Committee meetings. The first report to the H&S Committee included a draft action attract and retain staff) plan based on recommendations from the Investors in People Health and Wellbeing award.
Apprenticeships: we have interviewed 3 new South West Peak apprentices. Four of our existing employees have started an apprenticeship in the following: Chartered Town Planner Degree – Level 7 HR Consultant/Partner – Level 5 Management – Institute of Leadership and Management – Level 3 Management – Institute of Leadership and Management – Level 5.
Appendix 1b: Quarter 3 Performance Report for 2019/20
We are waiting for the National Park Grant and Local Government Pay award in early 2020 before progressing pay modelling options.
We moved to a new recruitment system in December, selected for its increased functionality, user friendliness and links to the other national parks (Pembrokeshire, Snowdonia and Yorkshire Dales currently use it or are in the process of implementation).
The new system will allow managers to log in and access applications and see where their recruitments and successful candidates are in the process. Candidates will also be able to log in and see where their recruitment is up to at each stage. We will be able to schedule interviews and complete pre-employment checks, send reminders and request information all online; hopefully speeding up the process and providing an enhanced candidate experience.
Q3 sickness absence was 1.57 days per full time equivalent. (Q1 was 1.48 and Q2 was 2.0 with the equivalent Q3 last year was 1.43). There are three employees on long term sickness absence (>20 working days).
Excluding phased returns, the top reasons for each absence occurrence this quarter are: Coughs, cold and sore throat, 31%; Other, 19%; and Vomiting, diarrhoea, Nausea etc 18%.
The types of absence causing the greatest loss of working time are: Other, 26%; Stress, 13%; and Coughs, cold and sore throat, 10%.
KPI 22: Increase response rates to Seek accreditation for The three year Investors in People (IIP) Action Plan was finalised and circulated to all staff workforce surveys (this is a proxy the Authority against the by the Chief Executive. Actions for completion in 2019/20 financial year were prioritised measure for staff engagement) new Investors in People and highlighted. An IIP Delivery Group has been formed with representatives from each (IIP) (Generation 6) service and chaired by the Chief Executive. The first meeting of the group was held on 26 2024 target: 70% survey response standard November with meetings every quarter scheduled. rate (Investors In People / staff surveys) Develop a new Identifying values and developing a set of behaviours that underpin the PDNPA purpose competency framework and way of working is the number one priority of the IIP Action Plan. The core values will 2019/20 target: 70% survey that will be applicable to underpin every other action in the plan. response rate (Investors In People all staff / staff surveys) Five values were shortlisted at the Employer Branding Workshop on 12 December (see below). Values drive behaviours by acting as a mechanism for illustrating to employees Page 127 Page what acceptable behaviour at work looks like. Behaviours drive culture because the collective behaviours of people in an organisation are by definition the culture.
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Responsible officer: Head of Ensure all our staff and The volunteer consultative group and Members were surveyed on values. Employees had Human Resources Members understand been surveyed in August. and live our values Taking into consideration the findings of the surveys and the recently released National Parks UK values, the IIP Delivery Group shortlisted five values at the Employer Brand workshop on 12 December: Care, Inspiration, Ambitious, Innovate and Enjoy.
The draft values and behaviours will be shared with employees, volunteers and Members in early 2020 for comment.
KPI 23: Increase the diversity of Identify gaps in the We are still gathering baseline equality data on our workforce (employees, casual workers, our workforce (which includes diversity of our workforce and volunteers). volunteers) (including volunteers) and establish plans to The Workforce Plan outlined equality data in relation to our employees as at 1 April 2019: 2024 target: Move towards the close those gaps 53% female and 47% male demographics of those within an Median age of employees is 49 with the age profile ranging from 19 to 72 years hour’s travel time of the National 6% of employees are younger than 30 years and 48.5% are 50 years and older Park 98.5% identify themselves as ‘white’ and 1.5% (4 employees) identify themselves as 2019/20 target: Move towards the ‘white other’ demographics of those within an hour’s travel time of the National We have limited data on our casual workers and volunteers, but aim to have accurate data Park by the end of Q4.
Responsible officer: Head of Direct comparison of the diversity data of workforce and demographic data of those within Human Resources an hour’s travel time of the NP will only consider age, gender and ethnicity. We will not be focusing on disability. In the workplace we measure whether an employee has informed us that they have a disability as opposed to the fact the employee has a disability and therefore our figures may not reflect an accurate picture. Furthermore, relevant data on people within an hour’s travel reports those with limitations on their day-to-day activities. The two measurements are not comparable, so we will not be focusing on disability.
We are financially resilient and provide value for money
RAG status of strategic KPI and targets Commentary on strategic intervention and likelihood of meeting target intervention
Appendix 1b: Quarter 3 Performance Report for 2019/20
KPI 24: To have a medium term Develop a medium term The Medium Term Financial Plan has been developed and proposals for balancing the financial plan financial plan (MTFP) revenue budget in 2020/21 are in place for approval by Members in February. However, that covers years 2-5 of there remains uncertainty over the direction of the National Park Grant in the next Spending 2024 target: Plan developed in the new Corporate Review period which is limiting confidence beyond the 2020/21 financial year, until we have 2019/20 and then monitored and Strategy (Year 1 - Defra announcements. updated 2019/20 falls within the current MTFP) Issues arising: The inflation protection for National Park Grant recommended as a 2019/20 target: Plan developed in minimum by the Landscapes Review needs to be put in place for years 2-5 of our 2019/20 and then monitored and Corporate Strategy. updated Actions to address: The MTFP will be revised to respond to any Defra announcement. Responsible officer: Head of Finance / Chief Finance Officer [N.B. Financial information relating to the Foundation is reported in KPI 14]
KPI 25: To have arrangements in Update our financial Financial regulations and Standing Orders are in place and any updates will be considered place to secure economy, processes (regulations when recommendations in the governance review are announced. efficiency and effectiveness in all and standing orders) as our operations a result of recommendations in the 2024 target: An unqualified value governance review for money opinion (the best result possible) issued by External Audit
2019/20 target: An unqualified value for money opinion (the best result possible) issued by External Audit
Responsible officer: Chief Finance Officer
Our well-maintained assets support the delivery of our landscape, audience and community outcomes
RAG status of strategic KPI and targets Commentary on strategic intervention and likelihood of meeting target intervention Page 129 Page KPI 26: To have a corporate Asset Develop a corporate Internal consultation on the first draft of the Asset Management Plan has been completed Management Plan Asset Management Plan and a second draft is being circulated in Q4. It is proposed that the final draft Plan will be
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submitted to RMM on 21st Jan 2020 with a view to submission to Authority Committee on 2024 target: Plan to be 14th Feb 2020 implemented
2019/20 target: Plan to be adopted in 2019/20 Develop and implement The external consultant has developed an environmental indicator methodology for our Responsible officer: Corporate a new Carbon built assets. This has been used to begin to asses each asset in our property portfolio to Property Officer Management Plan for the provide an assessment of its current environmental credentials and what potential there is Authority to improve this. An initial draft of the framework of the carbon management plan has been developed, and work continues to shape this. Responsible officer: Head of Strategy and Performance
Our data is high quality, securely managed, and supports decision making and delivery
RAG status of strategic KPI and targets Commentary on strategic intervention and likelihood of meeting target intervention
KPI 27: To achieve at least Ensure security services Technical security provisions are on track for updates, procurement cycles and reasonable assurance rating for and control frameworks implementations. No further audit in Q3. the way we look after our data in (e.g. anti-virus, an ever changing environment encryption, disaster recovery, business 2024 target: For data controls and continuity, server and security arrangements to be rated client hardware and at least reasonable assurance in all software etc) are fit for Audit reports purpose and reflect best practice and that staff 2019/20 target: For data controls awareness and and security arrangements to be preparedness is rated at least reasonable improved and measured assurance in all Audit reports
Responsible officer: Head of Information Management
Appendix 1b: Quarter 3 Performance Report for 2019/20
KPI 28: More of our data is digitally Support the work of the Process re-engineering to enhance development control data, publishing and reporting accessible internally and externally Authority-wide group capabilities is underway, with new technologies (Assure) implemented alongside and is used to inform our decision established to develop production planning system to support this. Enforcement Notice and other legal agreement making new and enhance data is undergoing data cleansing and enhancements in preparation for improved existing services using management and ability to publish. Property and tree/woodland data are also undergoing 2024 target: All services, capture, data processing to improve internal efficiency, data discoverability and the ability to publish. store and access data in a Ecology data is continuing to be improved and migrated to corporate database systems. consistent and efficient manner Investigate and deploy Beta release of public HUB launched alongside the existing planning search tool on the 2019/20 target: All services, further self-service PDNPA website. Positive feedback received, with some updates already being applied. capture, store and access data in a capabilities (e.g. Full rollout due for Jan 2020, allowing for much more data and information to be accessible consistent and efficient manner increased spatial online. mapping tools on the Responsible officer: Head of Authority’s website etc.) First public use of field based data capture tools launched at the end of Q3 in the form of Information Management the replacement events notification functions on the PDNPA website.
Lead business change See the 2 items above. programmes with internal teams and services to improve efficiency and effectiveness of business processes and associated data management practices to improve data and information availability both internally and externally
Design and implement Shared Networks, Exchange and Domain services in place with Lake District National Park (with other national park Authority. Designs in place to further this work and share hosting and other server authorities) shared ICT resources. Also designing shared security and access control provisions (such as VPN etc) services (including to reduce overall management overhead, service provision costs and increase resilience telephony, Active within the available staff resources managing this environment. During Q4, Dartmoor will Directory, Exchange, be investigating this environment in detail too as a potential additional national park to join Internet, cyber security, the provisions.
Page 131 Page GIS, image/video/content management etc)
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The Authority is well managed to achieve its objectives and enhance its performance
RAG status of strategic KPI and targets Commentary on strategic intervention and likelihood of meeting target intervention
KPI 29: To have best practice Undertake a review of During Q3, three meetings of the Member-led Governance Review Group have taken governance, risk and performance Governance place. The outstanding issues being considered in the following order are Delegation to management arrangements in arrangements, including Committees, Officer Delegation Scheme, Codes & Protocols, Member Representative place the delegations to Roles, Appointments to Outside Bodies, Appointment Principles and Encouraging committees and officers Participation and Reporting Attendance. 2024 target: All internal and external audits relating to The Authority’s audited Annual Governance Statement and 2018/19 Accounts are now governance, risk and performance published on the Authority’s website confirming that the Authority has made proper management are rated as arrangements for securing economy, efficiency and effectiveness in its use of resources. providing substantial assurance or equivalent During Q2, our Internal Auditors carried out the following three audits which were finalised during Q3 and presented to Authority on 01/11/19. The Auditors rated Business Continuity 2019/20 target: All internal and and Contract Management with High Assurance and the Planning audit with a Substantial external audits relating to Assurance. governance, risk and performance management are rated as Implement an online The In-Tend system is in the process of being tailored and customised to the Authority’s providing substantial assurance or procurement portal, requirements. Our website has a notice on the tender page stating that we will be moving equivalent related processes and to a new method of procurement. When we are ready to launch, a link will be provided to provide guidance and the In-Tend supplier portal. In the New Year, we will be uploading our first procurement – Responsible officer: Head of training for all relevant cash collection which is targeted for publication in Q4. Law, Legal and Democratic Authority staff Services Coordinate the delivery Q3 reporting has been undertaken. We have finalised the Corporate Strategy strategic of the corporate strategy interventions, delivery plans and service risk registers for the second year (2020/21) of and drive through delivery of our Corporate Strategy. delivery and business planning, performance and risk management processes
Responsible officer: Head of Strategy and Performance
Appendix 1b: Quarter 3 Performance Report for 2019/20
KPI 30: Our Members are more Not reported in Year 1 Not reported in Year 1 representative of our audiences
2024 target: Move towards greater diversity in our Members
2019/20 target: Move towards greater diversity in our Members
Responsible officer: Head of Law, Legal and Democratic Services
We have effective partnership arrangements in place
RAG status of strategic KPI and targets Commentary on strategic intervention and likelihood of meeting target intervention
KPI 31: To identify all existing Identify our strategic We have begun to update the Authority’s Partnership Protocol to ensure it is fit for purpose, partnership arrangements and partners and review the effective and efficient. Work has continued to update the list of partnerships that the review their effectiveness Authority’s existing Authority is currently involved with. This will enable us to create a complete list of partnership protocol to partnerships and ensure we have all the relevant information on each of these. 2024 target: Complete review in ensure it is fit for purpose 2019/20 and monitor effectiveness Monitor the The National Park Management Plan Advisory Group Summit on climate change was held 2019/20 target: Identify our implementation of the in October 2019. This focussed on transport and farming/land management, as these are strategic partners and review the National Park the two biggest emitters of greenhouse gases in the National Park. A summary of the Authority’s existing partnership Management Plan 2018- summit was presented to the December Programmes and Resources Committee. protocol to ensure it is fit for 23 delivery plan purpose
Responsible officer: Head of Strategy and Performance
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Finance Q3 overview
Significant capital and externally funded projects are included in the figures below which show higher levels of variability against profile. The Budget Monitoring Group looks at the Q3 figures in more detail and broad analysis at this stage is that: Income is generally below profile apart from North Lees, Warslow and Trails properties Pay is slightly under profile with some vacancy savings Non-pay is above profile but mainly for timing reasons Capital and external grant aid projects are proceeding in line with approved budgets At midyear stage, forecasts were generally for outturn to be within budget, with some modest midyear virement requests proposed to help support some areas of budget pressure identified by budget holders.
Finance 2019/20 Annual Budget Profile Key Actuals Q3 Variance Q3 Budget Q3 Adverse = () A sustainable landscape that is conserved and enhanced (Income) (5,610) (4,900) (5,024) 124 Pay 2,532 2,347 2,320 27 Non-Pay 4,757 4,703 4,914 (211) Subtotal 1,679 2,150 2,210 (60) A National Park loved and supported by diverse (Income) (2,174) (1,467) (1,498) 31 audiences Pay 2,327 1,704 1,656 48 Non-Pay 2,509 2,092 2,145 (53) Subtotal 2,662 2,329 2,303 26 Thriving communities that are part of this special place (Income) (46) (17) (4) (13) Pay 266 200 199 1 Non-Pay 197 77 79 (2) Subtotal 417 260 274 (14) Corporate directorate (Income) (255) (176) (381) 205 Pay 2,231 1,661 1,601 60 Non-Pay 1,566 1,025 1,175 (150) Subtotal 3,542 2,510 2,395 115 Total Net Expenditure Total 8,300 7,249 7,182 67
APPENDIX 2: Corporate Risk Register 2019/20 – Q3 position showing movement from Q2
8. Failure of a poorly maintained trails 1. Adverse exchange rate movements for 2. Area of NP land safeguarded in environmental structure e.g. bridge, tunnel Moorlife 2020 European funding land management schemes reduces due to Brexit uncertainty and Countryside Stewardship issues 11. NEW: Fast changing Government priorities leading to the potential loss of a range of impact our ability to resource and deliver our grassland habitats High Corporate Strategy and react to opportunities, in particular uncertainty over future national 5. REWORDED: Failure to develop nature park grant and implications of Government recovery networks in the Peak District National focus on investment in the North Park
7. Failure to increase our audience’s diversity 6. The potential consequential impacts of both within and outside the National Park implementing the New Pay Spine with effect from April 2019
10. Failure to adequately protect and prepare for Cyber Security threats 3. REWORDED: Failure to achieve sustainable Medium gross revenue income targets (£140k) for the
IMPACT PDNP
Low
Low Medium High
LIKELIHOOD
Page 135 Page Page 136 Page Q3 Corporate Risk Register 2019/20
Risk Rating Legend
RED AMBER AMBER (significant High (closely (manage and focus and monitor) monitor) attention)
GREEN AMBER AMBER (management Med (accept but (manage and
Impact effort monitor) monitor) worthwhile) GREEN GREEN GREEN Low (accept/review (accept but (accept) periodically) monitor) Low Med High Likelihood
Outcome Risk Existing Risk rating Mitigating Risk rating with mitigating Timeframe Lead How Quarterly update Description controls before action action of officer monitor/ mitigation L x I ( Green, Amber or Red) mitigating indicator L x I Start Q1 Q2 Q3 Q4 actions A 1. Adverse Capping High x Consider Periodic PN Chief Contingency sum of
sustainable exchange Sterling High hedging assessment (Chief Finance £500,000 set aside and
landscape rate budget transaction High High High High Finance Officer will be required for the that is movements RED Impact Officer) duration of the project
conserved for Moorlife Budget until final audit
and 2020 monitoring completion in 2022, as
enhanced European group there are four principal funding High
Medium Medium Medium
Likelihood
Q3 Corporate Risk Register 2019/20
Financial Programme uncertainties in the
risk, RED and project to be mitigated:-
Rating
Outcome AMBER AMBER AMBER Resources /delivery Committee 1) Continuing risk or Authority exchange rate fluctuations 2) Clarification of the forward profile of expenditure to the project end date within the sterling ceiling set of £11,280,000 3) The impact of the partner cash contributions
(required by contract terms to be declared in claim documentation) on the final European grant amount 4) The hard approach of European grant funding bodies to technical adjustments in claims leading to expenditure which is valid, being declared ineligible
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Outcome Risk Existing controls Risk Mitigating Risk rating with mitigating Timeframe Lead officer How Quarterly Description rating action action of monitor/ update before L x I ( Green, Amber or Red) mitigating indicator mitigation Start Q1 Q2 Q3 Q4 actions L x I A 2. Area of NP National High x Increase On going JRS (Director Quarterly Area of land in sustainable land influencing for High promotion of updates schemes has
landscape safeguarded in post Brexit agri/ of the Conservation on dropped by
that is environmental environmental RED service, High High High High and progress 20% since conserved land policies and working Impact Planning) 2015. and management support systems with enhanced schemes agencies Defra contract
reduces due to Local e.g. NFU, for delivery of
Outcome/ Brexit communications CLA, NE, the White
delivery uncertainty across the EA, FC. Peak risk and farming & land High High High High Environmental Countryside management Public Likelihood Land Stewardship industry payment Management issues leading for public Scheme to the NPMP work goods/ (ELMS) Phase potential loss benefits. 1 Test has of a range of National pilot of been signed. grassland ELMS universal Influencing habitats scheme will role Preparations
start in 2021 through for and run for 3 PDNPA engagement
RED RED RED RED years. National links and Rating with White rollout of ELMS NPE’s Peak farmers 2024. Future of & land Farming managers completed. Engagement to begin in Q4.
Q3 Corporate Risk Register 2019/20
Outcome Risk Existing Risk rating Mitigating Risk rating with mitigating Timeframe Lead officer How Quarterly Description controls before action action of monitor/ update mitigation L x I ( Green, Amber or Red) mitigating indicator L x I Start Q1 Q2 Q3 Q4 actions A National 3. Failure to Commercial High x Marketing & Continuous AB (Director, Non- £25k raised
Park loved achieve Development Medium Fundraising assessment Commercial trading of the
and sustainable & plan as part of Development income Foundation’s supported gross Engagement AMBER implementation BAU & levels. £70k target.
Impact by diverse revenue service to include: Medium Medium Medium Medium reporting Engagement) audiences income delivery - Running Meeting targets plans. £70kfor70 Foundation between Financial (£140k) for campaign report Zahid, James,
risk, the PDNP Authority- (PDNP through Andrew, Outcome (commercial approved Foundation) trustees Sarah F and
/delivery income and budget. - Reputation High High quarterly Adrian to
Medium Medium
risk donations enhancement Likelihood clarify the including Peak District and profile Foundation’s from the National Park raising activity fundraising Foundation) Foundation. - Corporate business social model. (Reworded responsibility from ‘Failure projects e.g. Review of car to achieve Tarmac park tariffs. fundraising
targets for Early
the PDNP’) conversation
Rating
AMBER AMBER AMBER AMBER with a potential corporate organisation regarding sponsorship totalling Page 139 Page £150k.
Page 140 Page Q3 Corporate Risk Register 2019/20
Outcome Risk Existing Risk Mitigating Risk rating with mitigating Timeframe Lead officer How Quarterly Description controls rating action action of monitor/ update before L x I ( Green, Amber or Red) mitigating indicator mitigation Start Q1 Q2 Q3 Q4 actions L x I A 5. Failure to Dark Peak High x White Peak Ongoing JRS (Director Breeding Moorland
sustainable develop focus on birds High pilot of birds birds survey
landscape nature of prey engaging Conservation survey completed
High High High High
that is recovery RED with farmers Impact and and analysed. conserved networks in Part of the and land Planning) Birds of Report and the Peak Birds of Prey managers to Prey published in enhanced District initiative address initiative Q3, but National Park biodiversity meetings withdrawn
Outcome/ Breeding birds loss in the High High High High and following
delivery (Reworded surveys farmed Likelihood conference discrepancies risk from ‘Failure landscape. calls in data to achieve Engagement Promoting processing. wildlife with the White Ongoing enhancement moorland Peak Pilot as monitoring Impacts of in the Peak owners a test and of SWP ash dieback District trial for and WP now National Engagement ELMS projects becoming Park’) with Police viable with and Crime Encouraging removal of
Commissioner creation of dangerous new native trees.
RED RED RED RED Glorious woodlands Rating Grasslands with species Re-wording of project as not risk to focus part of SWP vulnerable to on nature Partnership diseases like recovery ash die-back. networks as per 25 Year Environment Plan.
Q3 Corporate Risk Register 2019/20
Outcome Risk Existing Risk Mitigating Risk rating with mitigating Timeframe Lead officer How Quarterly Description controls rating action action of monitor/ update before L x I ( Green, Amber or Red) mitigating indicator mitigation Start Q1 Q2 Q3 Q4 actions L x I
An agile and 6. The Initial pay High x Further Ongoing DH (Director Regularly Following
efficient potential modelling High modelling of Corporate reviewed Member organisation consequential on the new work to be Strategy and through Workshops
Impact impacts of pay spine RED undertaken Medium Medium Medium Medium Development) SLT in Oct and implementing undertaken monitoring Nov we now Outcome/ the New Pay and Heads Options to be have a delivery risk Spine with of Service developed as budget
effect from informed. part of future High High High High paper that
April 2019 workforce Likelihood seeks to (e.g. the Successfully planning address the erosion of pay introduced funding differentials). the new Committed to required to pay spine reviewing the resolve (Note: on 1 April pay strategy issues Technical prior to the (which will associated guidance deadline. include a salary with the issued on 14th grade review Authority’s
June 2018.) and associated staff pay
benchmarking) grade
Rating
during this AMBER AMBER AMBER AMBER structure Corporate (i.e. the Strategy uneven period. distribution of increments and overlapping grades) Page 141 Page Page 142 Page Q3 Corporate Risk Register 2019/20
Outcome Risk Existing Risk rating Mitigating action Risk rating with mitigating Timeframe Lead officer How Quarterly Description controls before action of monitor/ update mitigation L x I ( Green, Amber or Red) mitigating indicator L x I Start Q1 Q2 Q3 Q4 actions
A National 7. Failure to Engagement Medium x Develop an Ongoing AB (Director, Through Baseline
Park loved increase our programme Medium engagement plan Commercial corporate data and audience’s definition – aligned with the Quarterly Development strategy KPI shows
Impact supported diversity pilot areas AMBER Glover Review Medium Medium Medium Medium monitoring & reporting only a
by diverse both within recommendations through Engagement) mechanism very small audiences and outside Head of and building on BAU diversity
the National service baseline evidence gap. Outcome/ Park recruitment
Medium Medium Medium Medium delivery Develop a Likelihood Diversity risk programme actions approach with will selected partners inform to increase the
audience diversity audience at scale e.g. plan from
Rating Accessible Peak AMBER AMBER AMBER AMBER Q4. District, infrastructure development at key touchpoints
Q3 Corporate Risk Register 2019/20
Outcome Risk Existing Risk Mitigating Risk rating with mitigating Timeframe of Lead officer How monitor/ Quarterly Description controls rating action action mitigating indicator update before L x I ( Green, Amber or Red) actions mitigation Start Q1 Q2 Q3 Q4 L x I A National 8. Failure of Strategy Medium x Implement Let a contract AB (Director, Active Contracts
Park loved a poorly and High strategy for for the high and Commercial management of have been
and maintained inspection all ongoing medium priority Development implementation awarded.
High High High High
supported trails contract AMBER maintenance Impact remedial works and by diverse structure of the of the trails in Q1 Engagement) Work is
audiences e.g. bridge, trails underway
tunnel structures Implementation and will be
Outcome in place ongoing ongoing. /delivery since Low Low Low Low Corporate risk, 2015 Likelihood Property Financial Team risk, Strategy working Reputation for high with risk priority Visitor
remedial Experience works to to
trails facilitate.
Rating structures AMBER AMBER AMBER AMBER as per the Routine report monitoring has been set up.
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Outcome Risk Existing Risk Mitigating Risk rating with mitigating Timeframe Lead How Quarterly Description controls rating action action of officer monitor/ update before L x I ( Green, Amber or Red) mitigating indicator mitigation Start Q1 Q2 Q3 Q4 actions L x I An agile and 10. Cyber Client and High x Network See DH Regularly Rollout of efficient Security Server access Medium Access Service (Director reviewed final
organisation threats (such controls; anti- Control Risk of through SLT Windows 10
as hacking, virus; anti- Amber (NAC); Register Corporate monitoring (encrypted)
Outcome/ ransomware, spam; user further user Strategy and devices
Impact delivery risk, phishing, access training and Medium Medium Medium Medium and quarterly continues on Reputation denial of controls; scenario Dev’ment) performance track and risk service locked down testing; intra- management within plan. (DDoS), devices; service sabotage storage firewall Authority’s
and theft) encryption; reviews; internal
causing active Removable auditors have
temporary managed device assessed the
or firewalls; controls; IT Medium Medium Medium Medium business permanent Mobile device ‘run books Likelihood continuity loss of management; development; arrangements
Q3 Corporate Risk Register 2019/20
systems, loss email and web investigation as providing a of access to filtering and of external high level of data, data monitoring; support for assurance. loss and user incident This has been breach of awareness management reported to data training; and the
protection comprehensive response; Programmes
legislation backup and Security and
Rating disaster assessment Amber Amber Amber Amber Resources recovery reviews; skills Committee. provisions; training. penetration testing and vulnerability scanning.
Outcome Risk Description Existing Risk rating Mitigating action Risk rating with mitigating Timeframe Lead How Quarterly controls before action of officer monitor/ update mitigation L x I ( Green, Amber or Red) mitigating indicator L x I Start Q1 Q2 Q3 Q4 actions
All 11. Fast changing Working Medium x 10 English NPAs have Ongoing SF Budget outcomes Government collectively High agreed the collective (Chief report for priorities impact with other focus for our road Exec) national
Outcome our ability to English NPs map as: national park
/delivery resource and on parks to be leading grant risk, deliver our progressing nature recovery; Impact Financial Corporate the NPE road shaping the future of Success
risk, Strategy and react map in farming; being AT Q3 INTRODUCED of the Page 145 Page Page 146 Page Q3 Corporate Risk Register 2019/20
Reputation to opportunities, response to national parks for roadmap risk in particular the everyone; and being in gaining uncertainty over Landscapes leaders in tackling traction future national Review the climate change with
park grant and report emergency. As well Defra
implications of as collectively Likelihood Government focus engaging with Defra on investment in to secure certainty the North on future national park grant.
Working with LEPs and devolved
administrations of our constituent authorities to help Rating shape future government investment towards green growth
Outcome Risk Existing Risk rating Mitigating Risk rating with mitigating Timeframe of Lead officer How Quarterly Description controls before action action mitigating monitor/ update mitigation L x I ( Green, Amber or Red) actions indicator L x I Start Q1 Q2 Q3 Q4
An agile and 4. Lack of Finding High x Complete the Complete the DH (Director Regularly
efficient capacity in alternative High redesign of redesign by of Corporate reviewed organisation the Property ways of the Property end of Q2 Strategy and through
Impact Support Team resourcing RED Support Team Medium Development) SLT
Outcome/ to ensure our Alternative monitoring delivery risk, assets are Identified Continue to funding is Reputation developed, priorities find continuous
Removed at Q1 at Removed risk maintained alternative for
Medium
Likelihood
Q3 Corporate Risk Register 2019/20
and comply ways of development
with health resourcing work and safety development
Rating legislation work AMBER
Page 147 Page Page 148 Page Q3 Corporate Risk Register 2019/20
Outcome Risk Existing Risk rating Mitigating Risk rating with mitigating Timeframe Lead officer How Quarterly Description controls before action action of monitor/ update mitigation L x I ( Green, Amber or Red) mitigating indicator L x I Start Q1 Q2 Q3 Q4 actions
A National 9. Not Full time Medium x Embedding Ongoing AB (Director, Through
Park loved meeting the Volunteer Co- High training of Commercial corporate and necessary ordinator volunteers Quarterly Development strategy KPI
Impact
Medium Medium
supported timescales to being AMBER and rangers monitoring & reporting
by diverse achieve active recruited. through Engagement) mechanism
audiences support by Promotion BAU
volunteers to New of volunteer Outcome / support volunteer activities Low Low delivery risk service management across other Likelihood
REMOVED AT Q2 AT REMOVED
delivery system in services
place
Rating
GREEN GREEN
Appendix 3
Quarter 3 Report on Complaints and Freedom of Information and Environmental Information Regulations Enquiries
Complaints
Summary of Complaints in YTD Q1 Q2 Q3 Q4 YTD 2019/20 Target Number of Complaints Received in Quarter: 4 7 4 15 <20 Percentage of complaints dealt with in accordance with agreed deadline of 100% 100% 100% 100% 15 working days Number of Complaints in Quarter regarding an Authority Member: 1 1 0 2 -
Complaint Service and Reason for Complaint Date Outcome Any Change in Ref, Date Response Processes/Practices as Made and Sent a Result of Complaint Stage Investigation
C.470 Development Management Service Stage One: Stage One: Advised that the enforcement investigation is None required. 18/10/19 07/11/19 ongoing. The complainant is aware that he will be contacted Stage One Complaint regarding lack of decision when a decision is made on the way forward with the site. regarding an enforcement case and Within 15 lack of response to initial queries. working day deadline.
07/11/19 Stage Two: Stage Two: Reviewed complaint regarding lack of Escalated Due by enforcement action and advised that due to the to Stage 05/12/19 seasonal nature of the site use, it has not been active in Two extended to recent months. Also the officer dealing with the issue has 20/12/19, sent now been off work for several weeks, so the case is being 19/12/19 reallocated. However, if an unauthorised use recommences and continues, it will be investigated and pursued.
C.471 Development Management Service Stage One: Stage One: Advised Complainant of the legislation relating None required. 18/10/19 07/11/19 to unauthorised signage, and what steps should be taken if Stage One Complaint regarding removal of considering regularising the use of signage at the site. Page 149 Page Page 150 Page
Appendix 3
signs by Authority officers from Within 15 outside a campsite. working day deadline.
07/11/19 Stage Two: Stage Two: Reviewed complaint and accepted that if Escalated Due by posters or placards identify the person who displayed them, to Stage 05/12/19 they should be contacted to give them an opportunity to Two extended to remove them. As the signs subject to the complaint 20/12/19, sent included a phone number the Authority should have made 19/12/19 contact to give opportunity to remove signs, apologised that this was not done. Advised that signs can be returned or collected, but they should not be put up again without consent.
C.472 Development Management 19/11/19 Explained the Authority’s enforcement procedures with None required. 08/11/19 regard to such signs and stated that the Authority exercises Stage One Complaint regarding numerous signs Within 15 discretion in these matters, and only takes enforcement being put up in the Park advertising working day action (including prosecution): where it is necessary; where events. deadline it is in the public interest to do so; and, where it is a good and proportionate use of resources. As the signs subject to the complaint were temporary prosecution would not be viable, so the Authority has contacted the event organiser and agreed that for future events, some temporary signage may be erected, providing there is no landscape impact or highway safety issues, and that the signage is removed as soon as the event has concluded.
C.473 Visitor Experience Development 19/12/19 Responded to issues raised. Advised Complainant that it is None required. 18/12/19 not a requirement for the Authority to be involved in carrying Stage One Complaint regarding issues relating Within 15 out risk assessments for other organisations. The Parkrun to the use of the Monsal Trail for working day organisers have implemented new signage, have additional Parkruns. deadline marshals and have re-located the pre-briefing meeting to an area off the Trail. The event has been monitored twice by the Authority, advised we do not routinely monitor events that are taking place in the Park but have done so promptly Appendix 3
in response to the issues raised in this complaint.
Update on Complaints Reported in Previous Quarters
Complaint Service and Reason for Date Outcome Any Change in Ref, Date Complaint Response Processes/Practices as Made and Sent a Result of Complaint Stage Investigation
C459 Engagement 25/11/19 Responded to Ombudsman’s enquiries. Awaiting decision 24/09/19 from Ombudsman. Ombudsman Complaint regarding only being Within (receipt able to book a PDNPA event on- Ombudsman (Stage One and Stage Two complaints reported in Q1) reported in line and no alternative way of deadline. Q2) booking for those without access to a computer. C467 Development Management Response due Complaint reviewed and concluded that the erection of the None required. 19/09/19 by 17/10/19 marquee for temporary periods is not development requiring Stage Two Complaint regarding lack of but due to planning permission. If circumstances change and the response and action with regard to officer’s leave marquee remains on site for lengthy periods, then this can (Stage One enforcement complaints relating to extension to be reviewed. Advised with regard to noise, whilst this can reported in a public house including: deadline be a material consideration if planning permission is Q2) 1) Erection of stainless steel agreed until required, we cannot take it into account in determining extractor fan 24/10/19. whether planning permission is required. It is therefore 2) Erection of flag pole appropriate that the District Council deal with this as an 3) Erection of marquee and However due environmental health matter, as they have done. associated noise and to officer’s disturbance in a other conservation area commitments 4) Parking of a HGV on site response not Complainant also requested clear sent until clarification of whether or not the 06/12/19 marquee required planning Page 151 Page Page 152 Page
Appendix 3
permission.
C469 Development Management Response due Responded to points raised as follows: None required. 16/09/19 by 24/12/19, 1) A site visit was arranged but not all Members were Stage Two Complaint regarding handling of a extension of able to attend and attendance is not compulsory. planning application including the deadline Photographs of sites and their setting are used at following issues: agreed to Committee meetings to help Members understand 31/12/19 key issues. 1) Full information has not 2) The ordering of the conditions does not necessarily been given to members of Response sent reflect the importance of conditions as they are all (Stage One the committee about the 30/12/19 within important and must be complied with. Their placing reported in unique problems of the site agreed does not diminish their importance. The process for Q2) because a site visit has not extension. discharging conditions (nationally, not just in this been organised for all National Park) is that details are submitted but they members are not routinely subject to the same consultation 2) Recommendation of process as a planning application, so we would not approval of the application normally consult the Parish Council or neighbours - would be given without any we may consult the Highway Authority as it has access and construction recommended the condition. The details of any management plan having application to discharge the condition will be posted been seen and approved on our website. 3) It is intended to 3) Refuted this allegation as the Committee report recommend approval of a considers the issue in detail. 5-bedroom holiday house 4) This is also considered in detail in the Committee without adequate report and includes the Highway Authority’s views. consideration having been Explained why the Authority must have regard to the given to the implications response from the Highway Authority and that it is and impact of this decision not unusual for a Parish and local people to express on the local community concern about access and parking issues, whilst the 4) Virtually no consideration Highway Authority does not object, but Government has been given to the planning policy is that the highway impacts must be parking issues "severe" to justify refusal of the application. 5) Virtually no consideration 5) Response as in 4 above. has been given to the 6) Response as in 4 above. access issues. Appendix 3
6) Virtually no consideration has been given to the road safety issues.
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Appendix 3
Quarter 3 report on Freedom of Information (FOI) and Environment Information Regulation Enquiries (EIR)
Quarter No. of FOI Enquiries No. of EIR Enquiries No. of Enquiries dealt No. of late Enquiry No. of Enquiries still No. of referrals to the dealt with dealt with within time (20 days) responses being processed Information Commissioner Q1 6 6 12 0 2 0
Q2 3 14 17 0 0 0
Q3 4 3 6 1 3 0 Q4
Year end 13 23 35 1 0 0 (cumulative)
Authority Meeting – Part A Agenda Item 11. 14 February 2020
11. ANNUAL REPORT ON MEMBER LEARNING AND DEVELOPMENT
1. Purpose of the report
This report sets out the Member learning and development framework and the proposals for the next annual programme of Member learning and development events (January to December 2020).
Key Issues
Provision of learning and development opportunities for Members assists them to improve their effectiveness and fulfil their role as a Member.
2. Recommendations
1. To agree the Member learning and development framework (Appendix 1 of the report) and the events programme for January to December 2020 (Appendix 2 of the report).
2. To continue to record Member learning and development activities in terms of hours and include personal learning and development by Members outside of events organised by the Authority, with the target of 20 hours per Member in every 12 months.
How does this contribute to our policies and legal obligations?
3. This work contributes to achieving the Authority’s outcome to be an agile and efficient organisation.
4. The Authority aims to help Members to develop appropriate skills, knowledge and behaviours to improve effectiveness and fulfil their role as a Member of the Authority and to ensure that processes are in place to support this within a framework of good governance and continuous improvement
Background Information
5. Member training and development has evolved over the past few years and has included the introduction of targets per Member for learning and development, personal development plans, annual self-assessments and a ‘buddy’ scheme for new Members. The Authority also signed up to working towards the achievement of the East Midlands Regional Member Development Charter.
6. Full details of the current Member training and development practices and current performance are presented as a framework document and this is attached at Appendix 1. This framework pulls together initiatives and arrangements previously agreed by the Authority.
7. An annual learning and development programme is produced each year and the sessions included within it aim to support Members in meeting their learning and development responsibilities. The programme is split into the following 3 sections:
Essential and Desirable learning and development New Member Induction Optional learning and development choices. 8. At the annual Authority meeting in July last year Cllr Becki Woods was re-appointed as Member Representative for Member Learning and Development. Cllr Woods has been
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Authority Meeting – Part A 14 February 2020
consulted on this report.
Proposals
Member Learning and Development Framework
9. The current proposed Member learning and development framework is attached at Appendix 1 for Members to agree current practices and performance levels.
10. The framework sets out the arrangements we have in place for developing Authority Members. It also highlights the tools we use to capture learning and development needs and makes sure that they are included in the annual programme. These include:
Personal Development Plans
Annual Self-Assessments
Biennial Members’ Survey
11. The section on performance demonstrates the take up of these tools is limited and fluctuates from year to year. Currently 27% of Members have a personal development plan (an increase of 3% from the previous year) and 30% have completed a self- assessment (an increase of 6% from the previous year). In addition 82% completed the 2016 Members’ Survey (an increase of 22% from 2014). This section also shows that 10% of Members were able to demonstrate that they met the target of 20 hours learning (a decrease of 17% from the previous year). Changes in membership impact on these figures too and last year 11 new Members were appointed.
12. The Members Survey due to be undertaken during 2018 was held in abeyance as a result of the creation of the Member Led Governance Review Working Group. It was agreed that the bi-annual Survey would be held after the Group had completed its review so that feedback could be gained from the wider membership of the initiatives introduced by the Group and adopted by the Members of the Authority. It is anticipated that the next Members Survey will be conducted at the end of 2020.
13. In approving the framework and this year’s learning and development plan Members are encouraged to make full use of these tools so we can develop an informed programme. With only 30% of Members completing a self-assessment there is a risk that the Learning and Development Programme does fully reflect the learning needs of all Members.
Learning and Development Programme
14. The proposed learning and development programme for 2020 is attached at Appendix 2 for Members to agree.
15. The programme includes a list of optional learning and development opportunities that can be delivered in a variety of ways. Members are encouraged to choose up to 3 options from this list that they are interested in pursuing during the forthcoming year. In choosing from the programme Members are asked to have regard to issues identified in their self-assessment and their personal development plan, while being realistic about what is achievable in a year and the Corporate targets for Member learning and development.
16. Following on from the successful addition of ‘Archaeology in the National Park’ to the optional choices list in 2018, last year included the addition of ‘Historic Buildings and
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Authority Meeting – Part A 14 February 2020
Conservation Areas’ which also proved popular. Both these options offered the chance to accompany an Authority officer on site visits, including for Archaeology if possible a live excavation. Last year 4 Members chose Archaeology and 2 Members chose Historic Buildings and Conservation. The feedback received from the Members has been very positive so both these options have been kept on the list for a further year.
17. Members are requested to submit their optional choices to Democratic and Legal Support Team by 13 March 2020. Arrangements for providing the optional elements will then be considered and progressed.
18. The programme also includes a provisional date for new Member induction. During last year 11 new Members followed the Authority’s new Member induction process. As the appointments were made following local Council elections in May, Parish Council elections in June and Secretary of State appointments in July more than one induction session was necessary and these were spread out over a few months. It is anticipated that as there will be a much lower turnover of Members in 2020 one session will be sufficient.
19. The annual National Parks UK national induction workshop for new Members was held over 3 days in September last year, at Buxton, and 3 of the Members newly appointed to the Authority attended. The event was organised by Brecon Beacons NPA on behalf of National Parks UK and officers from this Authority were involved with arrangements and helped facilitate the site visits part of the programme. Some existing Authority Members were also involved in facilitating sessions on the programme too. Feedback has been good and the new Members attending found it useful. Any Members who have recently joined the Authority but were unable to attend the 2019 National Induction are encouraged to express an interest in the 2020 event.
20. The Leadership Team, Heads of Service and the Democratic Services Manager have all been consulted on this report.
Are there any corporate implications members should be concerned about?
Financial: 21. Member development costs are funded by the Democratic Services budget and include funding for all training including attendance at National Parks UK conferences and workshops and the external facilitation of Member personal development plans
Risk Management:
22. The main risk is failure to enable Members to develop appropriate skills, knowledge and behaviours to improve effectiveness and fulfil their role. The Authority has provided development opportunities for Members for many years. The proposals in this report are part of continuous improvement in our approach but proportionate to the resources available
Sustainability:
23. There are no issues to highlight.
Equality:
24. There are no issues to highlight.
25. Background papers (not previously published) None.
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26. Appendices Appendix 1 - Member Learning and Development Framework.
Appendix 2 - Proposed programme of Member learning and development events for January to December 2020.
Report Author, Job Title and Publication Date
Ruth Crowder, Democratic and Legal Support Team Leader, January 2020 [email protected]
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National Park Authority Meeting - Part A 14 February 2020 Appendix 1
PEAK DISTRICT NATIONAL PARK AUTHORITY
MEMBER LEARNING AND DEVELOPMENT FRAMEWORK
Page 159
Page 160 National Park Authority Meeting - Part A 14 February 2020 Appendix 1
1.0 Introduction
1.1 The Peak District National Park Authority is committed to investing in lifelong learning and development for all its Members. The Authority recognises the contribution that such an investment can make in supporting Members in their roles as leaders within the organisation and the wider community. The ongoing development of Members is a key element of the organisational development of the Authority.
1.2 The Authority has therefore signed up to the East Midlands Regional Member Development Charter and is working towards achieving the standards required. In recent years progress in achieving the full award has been restricted due to budget pressures limiting the amount of staffing resource available to support the programme, however the Authority has continued to maintain the standard and use opportunities to improve when they arise.
2.0 The East Midlands Regional Member Development Charter
2.1 The East Midlands Development Charter for Members was developed around a national template adapted to reflect the culture of the region and the needs of the local authorities within it. The Charter sets out a process for accreditation and a framework of standards of good practice for Authorities to achieve.
2.2 The aim of the Charter is to make sure that members have the knowledge, skills and attributes to fulfil their roles now and in the future in line with the Authority’s corporate outcomes. The purpose of the Charter is therefore to act as a vehicle to improve the corporate performance of the Authority through the development of its Members.
2.3 A summary of the current Member Development Charter Standards is set out in Appendix A.
3.0 Our General Approach
3.1 One of the key principles for Member Learning & Development at the Authority is that Members are asked to take individual responsibility for their own training and development and identify their needs. The following tools are available to help Members do this:
A personal development plan for new Members
3.2 As part of the induction process all new Members are provided with the opportunity to meet with an external facilitator to identify their learning and development needs and produce a personal development plan.
3.3 Once completed the plan is considered by the Democratic and Legal Support Team who will consult with the individual Member on how to deliver their plan.
3.4 After their first year as a Member individual Members will take on responsibility for updating their plan as part of the Annual self-assessment process.
Page 161 Annual Self-Assessment
3.5 It is a requirement from Defra that the performance of all ‘national’ Secretary of State Members is measured and they complete a self-assessment. However Parish Members and Local Authority Members are encouraged to complete their own self-assessment annually as this tool is useful in: Assisting individual Members in developing and updating their personal development plan Helping Officers to identify learning and development needs to inform the annual learning and development plan.
Members Survey
3.6 Once every two years the Authority carries out a survey of Members. The questions in the survey are structure around the following areas:
Strategic and external leadership Governance and scrutiny Contributions and self-development Communication Community engagement
3.7 Once the survey has been completed the results are analysed and issues identified. In some cases the issues identified can be resolved through providing further learning and development opportunities. Where this is the case they will be incorporated into the annual learning and development plan.
3.8 The Members Survey due to be undertaken during 2018 was held in abeyance as a result of the creation of the Member Led Governance Review Working Group. It was agreed that the bi-annual Survey would be held after the Group had completed its review so that feedback could be gained from the wider membership of the initiatives introduced by the Group and adopted by the Members of the Authority. It is anticipated that the next Members Survey will be conducted at the end of 2020.
4.0 Our current arrangements for Member Learning and Development
New Member Induction
4.1 The effective induction of new Members is a crucial element to making sure that all Members are able to contribute to the work of the Authority as soon as possible after their appointment. However we need to make sure that we strike the right balance of providing what is needed but avoiding an overload of information. We also have to recognise that Members also have other significant commitments outside of the Authority.
4.2 With this in mind the following induction arrangements have been agreed.
Page 162 National Park Authority Meeting - Part A 14 February 2020 Appendix 1
a) Compulsory elements Topic Delivered by Timescale Duration Getting started as a Member – An Democratic Services Within 2 weeks 3 hours introduction to Democratic Manager of appointment Services
An introduction to the Peak Chief Executive and Within 4 weeks 2 hours District National Park Authority Chair of the Authority of appointment (Strategy)
Read the Introduction to Planning Director of Within 8 weeks 4 hours Information pack and complete Conservation and of appointment the on-line knowledge test – For Planning and Planning Committee Members Democratic Services only Manager
Observation of a meeting of Director of Within 8 weeks 3 hours Planning Committee Conservation and of appointment Planning and Democratic Services Manager
b) Optional elements but highly recommended
Topic Delivered by Timescale Duration Allocation of an experienced Facilitated by Within 2 weeks To be “buddy” Member Democratic and Legal of appointment agreed by Support Team the new Member and their buddy Produce a personal learning and Arranged by Within 8 weeks 2 hours development plan with assistance Democratic and Legal of appointment from an external facilitator. Support Team
Attend a national new Member Bookings arranged by Within 12 2 day induction event. Democratic and Legal months of residential Support Team appointment
Annual Learning and Development Programme
4.3 Each year the Authority will approve the Member Annual Learning and Development Programme. Taking the report to the September/November meeting of the Authority allows us to incorporate into the plan any issues identified in new Member learning and development plans and from the self-assessments completed by other Members.
Page 163 4.4 The Learning and Development Plan will be divided into three sections:
Essential or Desirable Core events for all Members to attend
New Member Induction Events for new Members to attend
Development Optional learning and development topics for Members to choose from with delivery tailored to interest
4.5 As there is a limit to the financial resources available for supporting Members in attending external courses and workshops individual requests for support will only be considered if it is clear that the event will help to meet needs identified in that Member’s self-assessment or learning and development plan.
Performance
4.6 The following aspects are measured to give us guidance on how these arrangements are working. These aspects are reported to the Chair and Deputy Chair of the Authority and the Member Representative for Learning and Development. They are also reported to the Authority meeting as part of the annual learning and development report.
2018/19 2017/18 2016/17 2015/16 2014/15 Member participation in essential 57% 63% 54% 50% 62% training events Members with a personal 27% 24% 27% 44% 44% development plan in place Members who completed a self- 30% 24% 43% 64% 55% assessment form. Members who felt objectives 72 – 72 – 72 – 72 – 72 – were met at L&D events 100% 100% 100% 100% 100% 2018/19 2017/18 2016/17 2015/16 2014/15 Members who rated workshops 70 – 70 – 70 – 70 - 70 -100% as good 100% 100% 100% 100% Members who responded to 82% 60% Members Survey Members feeling valued 57% 61.1% (Members Survey Response) Members who feel developed by 74% 94% the Authority (Members Survey Response) Target of 20 hours learning and 10% 27% 14% 24% 34% development per Member obtained
It is recognised that there are many ways that Members may be developed including training at other authorities and self-development such as personal research. These activities should be captured in individual self-assessments so that they can contribute towards the 20 hour target.
Page 164 National Park Authority Meeting - Part A 14 February 2020 Appendix 1
APPENDIX A
East Midlands Member Development Charter Standards
1. Commitment to Member Development and Support
1.1 Political and managerial leadership is committed to the development of Members. 1.2 The Authority actively encourages citizenship and publicises the role of Members as community leaders as part of promoting local democracy so as to encourage under-represented groups to become Members. 1.3 The Authority is committed to ensuring equal access to learning and development for all Members. 1.4 The Authority has a designated budget for Member development which is adequate to meet priority development needs. 1.5 Designated officers of the Authority have the responsibility for coordinating Member development.
2 Strategic approach to Member development
2.1 The Authority has a Member Development Strategy in place. 2.2 The Authority has a structured process for regularly assessing Members’ individual learning and development needs based on focused objectives. 2.3 The various Member roles are clearly defined and outline how they contribute to the achievement of Authority objectives 2.4 The Authority has a structured process for assessing current and future leadership and executive team development needs. 2.5 There is a Corporate Member learning and development plan in place.
3 Learning and development is effective in building capacity
3.1 Investment in learning and development is regularly evaluated in terms of the cost, benefit and impact 3.2 Learning shared with other Members and where appropriate with Officers and stakeholders to encourage capacity building in the Authority and a learning organisation culture. 3.3 The Authority demonstrates a commitment to an effective Member learning and development programme by implementing improvements to learning and development activities as they are identified.
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Dates have been set for the following learning and development events and attendance for all Members of the Authority is essential or desirable.
ESSENTIAL & DESIRABLE LEARNING & DEVELOPMENT
Course Event/Title Attendance Date Duration Type Current Lead Notes
Annual Members’ Tour Desirable 26/06/20 5 hours Development Jason Spencer
Annual Planning Tour Desirable 21/08/20 5 hours Development Jane Newman
Planning Training Essential 25/09/20 4 hours Progressing John Scott All Members must attend one of the Business & sessions to participate in decisions OR Development relating to planning matters and gain a better understanding of the development 23/10/20 management issues facing the Authority in its role as Planning Authority for the National Park. Strategic Finance / HR Essential 16/10/20 3 hours Progressing David Hickman Workshop (1) Business
Strategic Finance / HR Essential 20/11/20 3 hours Progressing David Hickman Workshop (2) Business
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The following learning and development events are designed specifically for new Authority Members and form part of the Induction process
NEW MEMBER INDUCTION
Course Event/Title Attendance Date Duration Type Current Lead Notes
An Introduction to the Peak Essential 05/06/20 2 hours Development Chief Executive District National Park (for new (provisional and Chair of Authority (Strategy) Members) date) Authority
Getting started as a Essential 05/06/20 2 hours Development Jason Spencer Member – An Introduction (for new (provisional to Democratic Services Members) date)
National Parks UK New Desirable 08-10 15 hours Development Jason Spencer The session is an annual event, hosted by Members Induction September different National Parks, and all new 2020 Members are encouraged to attend. (Snowdonia)
National Park Authority Meeting – Part A 14 February 2020 App 2 Page 3
The final section list areas for learning and development that have been identified by Authority Members as development needs. Members are invited to look down the list and advise the Democratic and Legal Support Team of any three topics that they would be interested in participating in by Friday 13 March 2020. The method of delivery will depend upon the number of Members who express an interest, (in this section a date is only given where a session has already been organised).
DEVELOPING SKILLS
Course Event/Title Attendance Estimated Type Current Lead Notes Duration Influencing/Persuading Optional 3 hours Development Ruth Crowder This may be facilitated by externally provided workshop Skills or training events, web based courses or booklets or other available alternatives Constructive Challenging Optional 3 hours Development Ruth Crowder This may be facilitated by externally provided workshop Skills or training events, web based courses or booklets or other available alternatives Managing Time/Speed Optional 3 hours Development Ruth Crowder This may be facilitated by externally provided workshop Reading or training events, web based courses or booklets or other available alternatives Chairing Skills Optional 2 hours Development Ruth Crowder This may be facilitated by externally provided workshop or training events, web based courses or booklets or other available alternatives Skills for Presentations and Optional 3 hours Development Ruth Crowder This may be facilitated by externally provided workshop Public Speaking or training events, web based courses or booklets or other available alternatives Using the internet and Optional 1 hour Development Ruth Crowder 1-1 meetings by appointment Member Portal as a source of information IT Skills Optional 1 hour Development Darren Butler 1-1 meetings by appointment
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GOVERNANCE PERFORMANCE & SCRUTINY
Course Event/Title Attendance Estimated Type Current Lead Notes Duration Code of Conduct and Role Optional 2 hours Learning Jason Spencer Provided by in-house small group sessions or 1-1 of Authority sessions or may be considered for a larger workshop if interest is great National Park Optional 2 hours Learning Emily Fox Provided by in-house small group sessions or 1-1 Management Plan, sessions or may be considered for a larger workshop if Corporate Strategy and interest is great Business Planning
National Park Finance and Optional 3 hours Learning Philip Naylor Provided by in-house small group sessions or 1-1 Financial Planning sessions or may be considered for a larger workshop if interest is great Dealing with Complaints Optional 1 hour Learning Ruth Crowder Provided by in-house 1-1 sessions or small group sessions National Park Authority Optional 3 hours Learning Jason Spencer Provided by in-house small group sessions or 1-1 Scrutiny sessions or may be considered for a larger workshop if interest is great
STRATEGIC & EXTERNAL LEADERSHIP
Course Event/Title Attendance Estimated Type Current Lead Notes Duration National Parks UK Optional 5 hours Development Jason Spencer Date to be confirmed Workshop
National Parks UK Optional 5 hours Development Jason Spencer Date to be confirmed Conference
National Park Authority Meeting – Part A 14 February 2020 App 2 Page 5
IMPROVING KNOWLEDGE OF THE WORK OF THE NATIONAL PARK AUTHORITTY
Course Event/Title Attendance Estimated Type Current Lead Notes Duration Land Management Optional 2 hours Learning Suzanne Fletcher Provided by in-house 1-1 or small group sessions. May also involve the opportunity to accompany farm adviser visit. Affordable Housing Optional 2 hours Learning John Scott, Brian Taylor adviserProvided on by a infarm-house visit 1 -1 or small group sessions.
Moors for the Future Optional 3 hours Learning Chris Dean Provided by in-house 1-1 or small group sessions.
Transport Issues in the Optional 2 hours Learning Brian Taylor Provided by in-house 1-1 or small group sessions. National Park
Access and Rights of Way Optional 2 hours Learning Mike Rhodes Provided by in-house 1-1 or small group sessions.
The Role of Rangers Optional 3 hours Learning Sarah Wilks Provided by in-house 1-1 or small group sessions. May involve shadowing opportunity. Approaches to Engaging Optional 2 hours Learning Brian Taylor Provided by in-house 1-1 or small group sessions. Communities
Approaches to Climate Optional 3 hours Progressing Emily Fox, Brian Taylor Provided by in-house 1-1 or small group sessions. Change Business
Archaeology in the Optional 3 hours Learning Anna Badcock Provided by in-house 1-1 or small group sessions. National Park Includes the chance to accompany an Archaeologist on a regular site monitoring visit or other site visits, and may be possible to visit a future excavation. Historic Buildings and Optional 3 hours Learning Rebecca Waddington, Provided by in-house 1-1 or small group sessions. Conservation Areas Sue Adam, Includes site visit – viewing listed building(s) and/or Helen Carrington a Conservation Area; learn about key issues
Page 171 Page including appraisals, quinquennial review, conversion, setting, design etc…
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Course Event/Title Attendance Estimated Type Current Lead Notes Duration Tree Conservation Optional 2 hours Learning Felicity Stout, Provided by in-house 1-1 or small group sessions. Geoff Smith Inclues a site visist, and the opportunity to learn about trees in the landscape, ameity value, protected trees, veteran trees, habitats and tree heritage. Also how we manage tree safety on PDNPA property. Natural Environment in Optional 3 hours Learning Rhodri Thomas Provided by in-house 1-1 or small group sessions. the National Park Includes learning about the key habitats, species and landscapes. May also involve the opportunity to accompany an Ecologist on a site visit. South West Peak Optional 3 hours Learning Karen Shelley-Jones Provided by in-house 1-1 or small group sessions. Landscape Partnership Includes learning about the landscape scale delivery of 18 different projects. Fundraising Optional 2 hours Learning Sarah Slowther Provided by in-house 1-1 or small group sessions. Includes learning about the Peak District National Park Foundation, it’s charitable objectives and governance. Increase understanding of PDNPA fundraising projects, how money is raised and allocated. Overview of different sources of charitable donations; partnerships, event notifications, legacy donations and bids. Communication and engagement activity associated with fundraising including events, supporter newsletter and supporter giving database. Engaging Audiences Optional 2 hours Learning Sarah Wilks Provided by in-house 1-1 or small group sessions. Includes understanding the different tools used to engage audiences; mainstream media engagement and monitoring, social media engagement and monitoring, reputation and crisis management. Understanding of key National Park touchpoints, brand, messaging and tonality to build a strong identity and drive positive awareness and engagement.
National Park Authority Meeting – Part A 14 February 2020 App 2 Page 7
Course Event/Title Attendance Estimated Type Current Lead Notes Duration Management of Authority Optional 3 hours Learning Emma Stone, Provided by in-house 1-1 or small group sessions. Assets/Developing Visitor Chris Manby Includes an outline of the scope of the Authority's Experiences assets, current asset management arrangements and approach to developing an asset management plan. How we are managing and developing our visitor experience assets to deliver against the Corporate strategy whilst balancing the conservation interest, maintenance needs and financial constraints.
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This page is intentionally left blank National Park Authority Meeting – Part A Agenda Item 12. 14 February 2020
12. EXTERNAL AUDIT - 2019/20 AUDIT STRATEGY (A1362/DH)
1. Purpose of the report
This report asks Members to consider the 2019/20 External Audit Strategy Memorandum from our External Auditors, Mazars. John Pressley, Audit Manager at Mazars will be at Authority to present the Memorandum and to answer any questions.
Key Issues
The External Auditor presents the Strategy for auditing the financial statements and value for money arrangements at this time every year.
Achieving an unqualified value for money opinion from the External Auditor is a corporate performance indicator – KPI 29.
2. Recommendations
1. That the 2019/20 External Audit Strategy Memorandum be considered and acknowledged.
How does this contribute to our policies and legal obligations?
3. The work of the External Auditors is a key part of our governance arrangements and helps us to monitor and improve performance against our ambition in the Corporate Strategy to be an agile and efficient organisation. Achieving unqualified opinions from the External Auditor is a corporate performance indicator (KPI 29 – To have best practice governance, risk and performance management arrangements in place).
Background Information
4. The statutory responsibilities and powers of auditors appointed by Public Sector Audit Appointments Ltd (PSAA) are set out in the Local Audit and Accountability Act 2014 and the National Audit Office’s Code of Audit Practice. Following changes made as a result of the governance review, consideration of the External Auditor’s Strategy is currently a matter reserved to the Authority.
Proposals
5. The External Audit Strategy Memorandum for 2019/20 is given at Appendix 1. The Strategy outlines the scope of the work proposed and the External Auditor’s assessment of audit risks and key judgement areas for the audit of financial statements and the value for money conclusion for 2019/20.
Are there any corporate implications members should be concerned about?
Financial: 6. The planned fees for the External Audit of £10,209 are funded from the existing Finance budget. For 2018/19 the Auditors charged an additional fee of £750 in relation to the work associated with the GMP/McCloud pension liability issue and a further additional fee of £750 in relation to the work undertaken in relation to a letter they received from a member of the public.
7. The Auditors have notified the Authority that fees are likely to increase in 2019/20 due to enhanced expectations to audit requirements notably around increased work on Property, Plant and Equipment (PPE) and Pensions. Any proposed increases to the fee to address, for example, changes to the identified risks or other additional required work will be discussed with the Head of Finance before approval is sought from PSAA.
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National Park Authority Meeting – Part A 14 February 2020
Risk Management: 8. The scrutiny and advice provided by External Audit is part of our governance framework. The External Auditor’s work is based on an assessment of audit risk as explained in Appendix 1.
Sustainability: 9. There are no issues to highlight.
Equality: 10. There are no issues to highlight.
11. Background papers (not previously published)
None
12. Appendices
Appendix 1 - 2019/20 External Audit Strategy Memorandum
Report Author, Job Title and Publication Date
David Hickman, Director of Corporate Strategy and Development, 06 February 2020 [email protected]
Page 176
Audit Strategy Memorandum Peak District National Park Authority Year ending 31 March 2020
Page 177 CONTENTS
1. Engagement and responsibilities summary
2. Your audit engagement team
3. Audit scope, approach and timeline
4. Significant risks and key judgement areas
5. Value for Money
6. Fees for audit and other services
7. Our commitment to independence
8. Materiality and misstatements
Appendix A – Key communication points
Appendix B - Forthcoming accounting and other issues
This document is to be regarded as confidential to the Peak District National Park Authority. It has been prepared for the sole use of the Authority. No responsibility is accepted to any other person in respect of the whole or part of its contents. Our written consent must first be obtained before this document, or any part of it, is disclosed to a third party.
2Page 178 Mazars LLP Park View House 58 The Ropewalk Nottingham NG1 5DW Peak District National Park Authority, Aldern House, Baslow Road, Bakewell, DE45 1AE
14 February 2020
Dear Sirs / Madams
Audit Strategy Memorandum – Year ending 31 March 2020
We are pleased to present our Audit Strategy Memorandum for Peak District National Park Authority for the year ending 31 March 2020
The purpose of this document is to summarise our audit approach, highlight significant audit risks and areas of key judgements and provide you with the details of our audit team. As it is a fundamental requirement that an auditor is, and is seen to be, independent of its clients, Section 7 of this document also summarises our considerations and conclusions on our independence as auditors.
We consider two-way communication with you to be key to a successful audit and important in: • reaching a mutual understanding of the scope of the audit and the responsibilities of each of us;
• sharing information to assist each of us to fulfil our respective responsibilities;
• providing you with constructive observations arising from the audit process; and
• ensuring that we, as external auditors, gain an understanding of your attitude and views in respect of the internal and external operational, financial, compliance and other risks facing Peak District National Park Authority which may affect the audit, including the likelihood of those risks materialising and how they are monitored and managed.
This document, which has been prepared following our initial planning discussions with management, is the basis for discussion of our audit approach, and any questions or input you may have on our approach or role as auditor.
This document also contains specific appendices that outline our key communications with you during the course of the audit, and forthcoming accounting issues and other issues that may be of interest. Client service is extremely important to us and we strive to continuously provide technical excellence with the highest level of service quality, together with continuous improvement to exceed your expectations so, if you have any concerns or comments about this document or audit approach, please contact me on 07875 974 291.
Yours faithfully
Mark Surridge Mazars LLP
3 Page 179 1. ENGAGEMENT AND RESPONSIBILITIES SUMMARY
Overview of engagement We are appointed to perform the external audit of Peak District National Park Authority for the year to 31 March 2020. The scope of our engagement is set out in the Statement of Responsibilities of Auditors and Audited Bodies, issued by Public Sector Audit Appointments Ltd (PSAA) available from the PSAA website: https://www.psaa.co.uk/managing-audit-quality/statement-of-responsibilities-of-auditors- and-audited-bodies/
Our responsibilities Our responsibilities are principally derived from the Local Audit and Accountability Act 2014 (the 2014 Act) and the Code of Audit Practice issued by the National Audit Office (NAO), as outlined below:
We are responsible for forming and expressing an opinion on the financial statements.
Audit Our audit is planned and performed so to provide reasonable assurance that the financial statements are free opinion from material error and give a true and fair view of the financial performance and position of the Authority for the year.
ValueGoing for We are required to conclude whether the Authority has proper arrangements in place to secure economy, concernMoney efficiency and effectiveness in it its use of resources. We discuss our approach to Value for Money work further in section 5 of this report.
Reporting We report to the NAO on the consistency of the Authority’s financial statements with its Whole of Government to the Accounts (WGA) submission. NAO Fraud
The 2014 Act requires us to give an elector, or any representative of the elector, the opportunity to question us Electors’ about the accounting records of the Authority and consider any objection made to the accounts. We also have a rights broad range of reporting responsibilities and powers that are unique to the audit of local authorities in the United Kingdom.
Our audit does not relieve management or those charged with governance, of their responsibilities. The responsibility for safeguarding assets and for the prevention and detection of fraud, error and non-compliance with law or regulations rests with both those charged with governance and management. In accordance with International Standards on Auditing (UK), we plan and perform our audit so as to obtain reasonable assurance that the financial statements taken as a whole are free from material misstatement, whether caused by fraud or error. However our audit should not be relied upon to identify all such misstatements.
As part of our audit procedures in relation to fraud we are required to enquire of those charged with governance as to their knowledge of instances of fraud, the risk of fraud and their views on management controls that mitigate the fraud risks.
The Authority is required to prepare its financial statements on a going concern basis by the Code of Practice on Local Authority Accounting. As auditors, we are required to consider the appropriateness of the use of the going concern assumption in the preparation of the financial statements and the adequacy of disclosures made.
For the purpose of our audit, we have identified the Authority as those charged with governance.
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4Page 180 2. YOUR AUDIT ENGAGEMENT TEAM
Mark Surridge Director and Engagement Lead
E-Mail: [email protected] Tel: 07875 974 291
John Pressley Manager
E-Mail: [email protected] Tel: 0790 998 0880
Rob Williams Senior
E-Mail: [email protected] Tel: 0115 9644769
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5 Page 181 3. AUDIT SCOPE, APPROACH AND TIMELINE
Audit scope Our audit approach is designed to provide an audit that complies with all professional requirements.
Our audit of the financial statements will be conducted in accordance with International Standards on Auditing (UK), relevant ethical and professional standards, our own audit approach and in accordance with the terms of our engagement. Our work is focused on those aspects of your business which we consider to have a higher risk of material misstatement, such as those affected by management judgement and estimation, application of new accounting standards, changes of accounting policy, changes to operations or areas which have been found to contain material errors in the past.
Audit approach Our audit approach is a risk-based approach primarily driven by the risks we consider to result in a higher risk of material misstatement of the financial statements. Once we have completed our risk assessment, we develop our audit strategy and design audit procedures in response to this assessment.
If we conclude that appropriately-designed controls are in place then we may plan to test and rely upon these controls. If we decide controls are not appropriately designed, or we decide it would be more efficient to do so, we may take a wholly substantive approach to our audit testing. Substantive procedures are audit procedures designed to detect material misstatements at the assertion level and comprise tests of details (of classes of transactions, account balances, and disclosures) and substantive analytical procedures. Irrespective of the assessed risks of material misstatement, which take into account our evaluation of the operating effectiveness of controls, we are required to design and perform substantive procedures for each material class of transactions, account balance, and disclosure.
Our audit will be planned and performed so as to provide reasonable assurance that the financial statements are free from material misstatement and give a true and fair view. The concept of materiality and how we define a misstatement is explained in more detail in section 8.
The diagram below outlines the procedures we perform at the different stages of the audit.
• Final review and disclosure checklist of financial • Initial opinion and value for money risk statements assessments • Final director review • Updating our understanding of the Authority • Agreeing content of letter of representation • Considering proposed accounting • Reporting to the Authority treatments and accounting policies • Reviewing post balance sheet events • Development of our audit strategy • Signing our opinion Completion Planning • Agreement of timetables July 2020 Nov - Dec 2019 • Preliminary analytical procedures
• Review of draft financial statements • Documenting systems and controls Fieldwork Interim • Reassessment of audit strategy, May - Jul 2020 Jan - Apr 2020 • Walkthrough procedures revising as necessary • Controls testing, including general • Delivering our planned audit testing and application IT controls • Continuous communication on emerging • Early substantive testing of transactions issues • Clearance meeting
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6Page 182 3. AUDIT SCOPE, APPROACH AND TIMELINE (CONTINUED)
Reliance on internal audit Where possible we will seek to utilise the work performed by internal audit to modify the nature, extent and timing of our audit procedures. We will liaise with internal audit regarding the progress and findings of their work prior to the commencement of our controls evaluation procedures.
Management’s and our experts Management makes use of experts in specific areas when preparing the Authority’s financial statements. We also use experts to assist us to obtain sufficient appropriate audit evidence on specific items of account.
Items of account Management's expert Our expert
Defined benefit liability Actuary (Hymans Robertson) NAO’s consulting partner (PwC)
None. We expect to use information Property, plant and equipment District Valuer Services from third parties to support our challenge of valuation assumptions.
Service organisations International Auditing Standards (UK) define service organisations as third party organisations that provide services to the Authority that are part of its information systems relevant to financial reporting. We are required to obtain an understanding of the services provided by service organisations as well as evaluating the design and implementation of controls over those services. The table below summarises the service organisations used by the Authority and our planned audit approach.
Items of account Service organisation Audit approach We will review the controls operating at the Authority over these transactions to gain an Derbyshire Pension Fund understanding of the services provided by The IAS 19 pension entries that form part Pension cost (cost of services) the service organisation. of the Authority’s financial statements are Net interest on defined benefit liability material and are derived from actuarial Where we conclude that we do not have a . Re-measurements of the net defined valuations. The process of obtaining sufficient understanding of the services benefit liability (OCI) these is co-ordinated by and uses provided by the service organisation we will Net pension liability information held and processed by the seek to obtain assurance by using another service organisation. auditor to perform procedures that will provide the necessary information about the relevant controls at the service organisation.
Reporting deadlines The Authority is required to produce accounts by 31 May 2020 and to publish audited accounts by 31 July 2020.
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7 Page 183 4. SIGNIFICANT RISKS AND KEY JUDGEMENT AREAS
Following the risk assessment approach discussed in section 3 of this document, we have identified relevant risks to the audit of financial statements. The risks that we identify are categorised as significant, enhanced or standard, as defined below:
Significant risk A significant risk is an identified and assessed risk of material misstatement that, in the auditor’s judgment, requires special audit consideration. For any significant risk, the auditor shall obtain an understanding of the entity’s controls, including control activities relevant to that risk.
Enhanced risk An enhanced risk is an area of higher assessed risk of material misstatement at audit assertion level other than a significant risk. Enhanced risks incorporate but may not be limited to:
• key areas of management judgement, including accounting estimates which are material but are not considered to give rise to a significant risk of material misstatement; and
• other audit assertion risks arising from significant events or transactions that occurred during the period.
Standard risk This is related to relatively routine, non-complex transactions that tend to be subject to systematic processing and require little management judgement. Although it is considered that there is a risk of material misstatement, there are no elevated or special factors related to the nature, the likely magnitude of the potential misstatements or the likelihood of the risk occurring.
The summary risk assessment, illustrated in the table below, highlights those risks which we deem to be significant. We have summarised our audit response to these risks on the next page.
Higher Risk
Management override of 1 control
Property, plant and 2
2 equipment valuation Risk Likelihood Risk 3 Defined benefit liability 3 valuation
1 Lower Higher Financial impact
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8Page 184 4. SIGNIFICANT RISKS AND KEY JUDGEMENT AREAS (CONTINUED) We provide more detail on the identified risks and our testing approach with respect to significant risks in the table below. An audit is a dynamic process, should we change our view of risk or approach to address the identified risks during the course of our audit, we will report this to the Authority.
Significant risks
Description of risk Planned response
1 Management override of controls We plan to address the management override of controls risk through performing audit work over accounting estimates, journal entries and Management at various levels within an organisation are in significant transactions outside the normal course of business or otherwise a unique position to perpetrate fraud because of their ability unusual. to manipulate accounting records and prepare fraudulent financial statements by overriding controls that otherwise appear to be operating effectively. Due to the unpredictable way in which such override could occur there is a risk of material misstatement due to fraud on all audits. 2 Property, plant and equipment valuation In relation to the valuation of property, plant & equipment, investment properties and assets held for sale we will: The Authority’s accounts contain material balances and disclosures relating to its holding of property, plant and • critically assess the Authority’s valuer’s scope of work, qualifications, equipment, investment properties and assets held for sale, objectivity and independence to carry out the required programme of with the majority of land and building assets required to be revaluations; carried at valuation. Due to high degree of estimation uncertainty associated with those held at valuation, we • consider whether the overall revaluation methodology used by the have determined there is a significant risk in this area. Authority’s valuer is in line with industry practice, the CIPFA Code of Practice and the Authority’s accounting policies;
• assess whether valuation movements are in line with market expectations by reference to alternative sources of valuation data to provide information on regional valuation trends;
• critically assess the treatment of the upward and downward revaluations in the Authority’s financial statements with regards to the requirements of the CIPFA Code of Practice; and
• critically assess the approach that the Authority adopts to ensure that assets not subject to revaluation in 2019/20 are materially correct, including considering the robustness of that approach in light of the valuation information reported by the Authority’s valuer.
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9 Page 185 4. SIGNIFICANT RISKS AND KEY JUDGEMENT AREAS (CONTINUED)
Significant risks (continued)
Description of risk Planned response
3 Defined benefit liability valuation We will address this risk by performing work in the following areas:
The Authority’s accounts contain material liabilities relating • reviewing the appropriateness of the Pension Asset and Liability to the Local Government Pension Scheme (LGPS). The valuation methodologies applied by the Pension Fund Actuary, and the Authority uses an actuary to provide an annual valuation of key assumptions included within the valuation. This included comparing these liabilities in line with the requirements of IAS 19 them to expected ranges, utilising information provided by PwC, the Employee Benefits. Due to the high degree of estimation consulting actuary engaged by the National Audit Office; uncertainty associated with this valuation, we have • agreeing the data in the IAS 19 valuation report provided by the Fund determined there is a significant risk in this area. Actuary for accounting purposes to the pension accounting entries and disclosures in the Authority’s financial statements; • critically assessed the competency, objectivity and independence of the Derbyshire Pension Fund’s Actuary, Hymans Robertson; • liaising with the auditors of the Pension Fund to gain assurance that the controls in place at the Pension Fund are operating effectively. This includes the processes and controls in place to ensure data provided to the Actuary by the Pension Fund for the purposes of the IAS 19 valuation is complete and accurate; and • performing a walkthrough of payroll transactions at the Authority to understand how pension contributions are deducted and paid to the Pension Fund by the Authority.
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9Page 186 4. AUDIT RISKS AND KEY JUDGEMENT AREAS (CONTINUED)
Consideration of other mandatory risks Auditing standards require us to consider two standard risks for all organisations: • Management override of controls; and • Fraudulent revenue recognition.
We have already considered and identified management override of controls as a significant risk above, but set out our considerations in respect of fraudulent revenue recognition below:
Description of risk Planned response
1 Fraudulent revenue recognition Our audit methodology incorporates this risk as a We do not consider this to be a significant risk for Peak District significant risk at all audits, although based on the National Park Authority as: circumstances of each audit, it is rebuttable. • there is an overall low risk for local authorities, and particularly this Authority;
• there are no particular incentives or opportunities to commit material fraudulent revenue recognition; and
• the level of income that does not derive from either grant or taxation sources is low relative to the Authority’s overall income streams, and generally represents a number of low value, high volume transactions.
We therefore rebut this risk and do not incorporate specific risk procedures over and above our standard fraud procedures to address the management override of controls risk.
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11 Page 187 5. VALUE FOR MONEY
Our approach to Value for Money We are required to form a conclusion as to whether the Authority has made proper arrangements for securing economy, efficiency and effectiveness in its use of resources. The NAO issues guidance to auditors that underpins the work we are required to carry out, and sets out the overall criterion and sub-criteria that we are required to consider.
The overall criterion is that, ‘in all significant respects, the Authority had proper arrangements to ensure it took properly informed decisions and deployed resources to achieve planned and sustainable outcomes for taxpayers and local people.’
To assist auditors in reaching a conclusion on this overall criterion, the following sub-criteria are set out by the NAO: • informed decision making; • sustainable resource deployment; and • working with partners and other third parties.
A summary of the work we undertake to reach our conclusion is provided below:
Risk assessment Risk mitigation work Other procedures
NAO Guidance Consider the work of regulators
Sector-wide issues Planned procedures to mitigate Consider the Annual the risk of forming an incorrect Governance Statement Your operational and business conclusion on arrangements risks Consistency review and reality Knowledge from other audit work check
Significant Value for Money risks The NAO’s guidance requires us to carry out work at the planning stage to identify whether or not a Value for Money (VFM) exists. Risk, in the context of our VFM work, is the risk that we come to an incorrect conclusion rather than the risk of the arrangements in place at the Authority being inadequate. As outlined above, we draw on our deep understanding of the Authority and its partners, the local and national economy and wider knowledge of the public sector.
We recognise there is uncertainty regarding the extent of the future funding to be given to national park authorities by central government and there are potential scenarios where cash settlements will be offered as against inflation uplifted settlements. However, we are also aware of the importance afforded the national park authorities by central government. Against this backdrop and the relatively sound financial position of the Peak District National Park Authority we have not identified a significant VFM risk at this stage of our work.
We will continually assess whether any matters come to our attention through the course of our audit that lead us to conclude that a risk to our VFM conclusion does exist and where any such risk is identified, this will be reported to the Authority in July 2020 as part of our Audit Completion Report.
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12Page 188 6. FEES FOR AUDIT AND OTHER SERVICES
Fees for work as the Authority’s appointed auditor
The table below shows the scale fees set by Public Sector Audit Appointments (PSAA) as communicated in our fee letter of 24 April 2019. At this stage of the audit we are notifying clients that due to enhanced expectations to audit requirements since the fees were agreed by PSAA – notably around increased work on PPE and Pensions – that fees are likely to have to increase in 2019/20. Any proposed increases to the fee to address, for example, changes to the identified risks or other additional required work will be discussed with the Head of Finance before approval is sought from PSAA.
2019/20 fee (as per fee Service 2018/19 fee 2019/20 Actual fee letter)
Code audit work £11,709 plus VAT* £10,209 plus VAT TBC
* For 2018/19 we charged an additional fee of £750 in relation to the work associated with the GMP/McCloud pension liability issue and a further additional fee of £750 in relation to the work undertaken in relation to a letter we received from a member of the public.
Fees for existing non-PSAA work We have not been separately engaged by the Authority to carry out any assurance work.
Fees for any new non-PSAA work Should the Authority or entities within the Authority’s group wish us to undertake any other additional work, before agreeing to this we will consider whether there are any actual, potential or perceived threats to our independence. Further information about our responsibilities in relation to independence is provided in section 7.
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13 Page 189 7. OUR COMMITMENT TO INDEPENDENCE
We are committed to independence and are required by the Financial Reporting Council to confirm to you at least annually, in writing, that we comply with the Financial Reporting Council’s Ethical Standard. In addition, we communicate any matters or relationship which we believe may have a bearing on our independence or the objectivity of the audit team.
Based on the information provided by you and our own internal procedures to safeguard our independence as auditors, we confirm that in our professional judgement there are no relationships between us and any of our related or subsidiary entities, and you and your related entities creating any unacceptable threats to our independence within the regulatory or professional requirements governing us as your auditors.
We have policies and procedures in place which are designed to ensure that we carry out our work with integrity, objectivity and independence. These policies include: • all partners and staff are required to complete an annual independence declaration;
• all new partners and staff are required to complete an independence confirmation and also complete computer-based ethics training;
• rotation policies covering audit engagement partners and other key members of the audit team; and • use by managers and partners of our client and engagement acceptance system which requires all non-audit services to be approved in advance by the audit engagement partner.
We confirm, as at the date of this document, that the engagement team and others in the firm as appropriate, and Mazars LLP are independent and comply with relevant ethical requirements. However, if at any time you have concerns or questions about our integrity, objectivity or independence please discuss these with Mark Surridge in the first instance.
Prior to the provision of any non-audit services Mark Surridge will undertake appropriate procedures to consider and fully assess the impact that providing the service may have on our auditor independence. Included in this assessment is consideration of Auditor Guidance Note 01 as issued by the NAO, and the PSAA Terms of Appointment. Any emerging independence threats and associated identified safeguards will be communicated in our Audit Completion Report.
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14Page 190 8. MATERIALITY AND MISSTATEMENTS
Summary of initial materiality thresholds
Threshold Initial threshold (£’000s)
Overall materiality 336
Performance materiality 252
Trivial threshold for errors to be reported to the Authority 10
Materiality Materiality is an expression of the relative significance or importance of a particular matter in the context of financial statements as a whole. Misstatements in financial statements are considered to be material if they, individually or in aggregate, could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.
Judgements on materiality are made in light of surrounding circumstances and are affected by the size and nature of a misstatement, or a combination of both. Judgements about materiality are based on consideration of the common financial information needs of users as a group and not on specific individual users.
The assessment of what is material is a matter of professional judgement and is affected by our perception of the financial information needs of the users of the financial statements. In making our assessment we assume that users: • have a reasonable knowledge of business, economic activities and accounts;
• have a willingness to study the information in the financial statements with reasonable diligence;
• understand that financial statements are prepared, presented and audited to levels of materiality;
• recognise the uncertainties inherent in the measurement of amounts based on the use of estimates, judgement and the consideration of future events; and
• will make reasonable economic decisions on the basis of the information in the financial statements.
We consider materiality whilst planning and performing our audit based on quantitative and qualitative factors. Whilst planning, we make judgements about the size of misstatements which we consider to be material and which provides a basis for determining the nature, timing and extent of risk assessment procedures, identifying and assessing the risk of material misstatement and determining the nature, timing and extent of further audit procedures.
The materiality determined at the planning stage does not necessarily establish an amount below which uncorrected misstatements, either individually or in aggregate, will be considered as immaterial.
We revise materiality for the financial statements as our audit progresses should we become aware of information that would have caused us to determine a different amount had we been aware of that information at the planning stage. Our provisional materiality is set based on a benchmark of the 2018/19 total gross expenditure. We will identify a figure for materiality but identify separate levels for procedures designed to detect individual errors, and also a level above which all identified errors will be reported to the Authority.
We consider that total gross expenditure at the surplus/deficit on provision of services level remains the key focus of users of the financial statements and, as such, we base our materiality levels around this benchmark.
We have set our materiality threshold at 2% of the benchmark based on the 2018/19 audited financial statements.
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15 Page 191 8. MATERIALITY AND MISSTATEMENTS (CONTINUED)
Based on the 2018/19 audited financial statements we anticipate the overall materiality for the year ending 31 March 2020 to be £336,000.
After setting initial materiality, we continue to monitor materiality throughout the audit to ensure that it is set at an appropriate level.
Performance Materiality Performance materiality is the amount or amounts set by the auditor at less than materiality for the financial statements as a whole to reduce, to an appropriately low level, the probability that the aggregate of uncorrected and undetected misstatements exceeds materiality for the financial statements as a whole. Our initial assessment of performance materiality is based on relatively low inherent risk, meaning that we have applied 75% of overall materiality as performance materiality. We have therefore set our performance materiality at 75% of our overall materiality being £252,000.
As with overall materiality, we will remain aware of the need to change this performance materiality level through the audit to ensure it remains to be set at an appropriate level.
We have also calculated materiality for specific classes of transactions, balances or disclosures where we determine that misstatements of a lesser amount than materiality for the financial statements as a whole, could reasonably be expected to influence the decisions of users taken on the basis of the financial statements. We have set specific materiality for the following items of account:
Item of account Specific materiality (£’000s)
Officers’ remuneration £5,000 *
Members’ allowances and expenses £13,000
External audit costs £2,000
After setting initial materiality, we continue to monitor materiality throughout the audit to ensure that it is set at an appropriate level.
Misstatements We aggregate misstatements identified during the audit that are other than clearly trivial. We set a level of triviality for individual errors identified (a reporting threshold) for reporting to the Authority that is consistent with the level of triviality that we consider would not need to be accumulated because we expect that the accumulation of such amounts would not have a material effect on the financial statements. Based on our preliminary assessment of overall materiality, our proposed triviality threshold is £10,000 based on 3% of overall materiality. If you have any queries about this please do not hesitate to raise these with Mark Surridge.
Reporting to the Authority To comply with International Standards on Auditing (UK), the following three types of audit differences will be presented to the Authority: • summary of adjusted audit differences; • summary of unadjusted audit differences; and • summary of disclosure differences (adjusted and unadjusted).
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16Page 192 APPENDIX A – KEY COMMUNICATION POINTS
ISA (UK) 260 ‘Communication with Those Charged with Governance’, ISA (UK) 265 ‘Communicating Deficiencies In Internal Control To Those Charged With Governance And Management’ and other ISAs (UK) specifically require us to communicate the following:
Required communication Audit Strategy Audit Completion Memorandum Report Our responsibilities in relation to the audit of the financial statements and our wider responsibilities
Planned scope and timing of the audit
Significant audit risks and areas of management judgement
Our commitment to independence
Responsibilities for preventing and detecting errors
Materiality and misstatements
Fees for audit and other services
Significant deficiencies in internal control
Significant findings from the audit
Significant matters discussed with management
Our conclusions on the significant audit risks and areas of management judgement
Summary of misstatements
Management representation letter
Our proposed draft audit report
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17 Page 193 APPENDIX B – FORTHCOMING ACCOUNTING AND OTHER ISSUES
Financial reporting changes relevant to 2019/20 There are no significant changes in the Code of Practice on Local Authority Accounting for the 2019/20 financial year.
Financial reporting changes in future years
Accounting standard Year of application Commentary
IFRS 16 – Leases 2020/21 The CIPFA/LASAAC Code Board has determined that the Code of Practice on Local Authority Accounting will adopt the principles of IFRS 16 Leases, for the first time from 2020/21.
IFRS 16 will replace the existing leasing standard, IAS 17, and will introduce significant changes to the way bodies account for leases, which will have substantial implications for the majority of public sector bodies.
The most significant changes will be in respect of lessee accounting (i.e. where a body leases property or equipment from another entity). The existing distinction between operating and finance leases will be removed and instead, the new standard will require a right of use asset and an associated lease liability to be recognised on the lessee’s Balance Sheet.
In order to meet the requirements of IFRS 16, all local authorities will need to undertake a significant project that is likely to be time-consuming and potentially complex. There will also be consequential impacts upon capital financing arrangements at many authorities which will need to be identified and addressed at an early stage of the project.
Forthcoming audit changes
Matter Year of application Commentary
Value for Money 2020/21 The National Audit Office (NAO) has published the final draft of the new Conclusion Code of Audit Practice 2020, confirming more robust narrative reporting requirements.
The new Code comes into effect from April 2020 and will apply to the Authority’s 2020/21 financial year.
There a number of changes to the Code, the most noticeable being the introduction of external audit commentary on a local authority’s overall arrangements in securing value for money, with a focus on financial sustainability, governance, and improving value for money.
4. Significant 8. Materiality 1. Engagement and 2. Your audit 5. Value for 7. 3. Audit scope risks and key 6. Fees and Appendices responsibilities team Money Independence judgements misstatements Page 194 National Park Authority Meeting Agenda Item 13. 14 February 2020
13. CORPORATE STRATEGY (2019-24) – STRATEGIC INTERVENTIONS 2020/21 (A91941/HW)
1. Purpose of the report
This report identifies the proposed strategic interventions that will be undertaken during the second year (2020/21) of our five-year Corporate Strategy (2019-24).
2. Key Issues
We are seeking to remind and inform Members of the proposed 2020/21 strategic interventions before the financial year begins in line with the revised timescales for our Business Planning Framework. The strategic interventions are those that will either continue or begin in the second year of our 2019-24 Corporate Strategy. Those that have been completed during 2019/20 have been removed. All 2019/20 strategic interventions (including those that were completed) will be reported both at Q4 and in the achievements section of the next Performance and Business Plan, both of which will be considered by Authority in May 2020. The strategic interventions are supported by delivery plans and individual work programmes. Each strategic intervention is clearly aligned and focussed on achieving one or more of the Key Performance Indicators (KPIs) in our Corporate Strategy. Each strategic intervention has been assigned an accountable officer and a responsible officer to drive progress.
Recommendations
3. 1. That Members note the strategic interventions for 2020/21 in Appendix 1 to this report.
How does this contribute to our policies and legal obligations?
4. Performance and risk management contributes to the fourth outcome in our corporate strategy: The PDNPA is an agile and efficient organisation. Setting indicators and strategic interventions for 2020/21 is part of our approach to ensuring we are progressing against our Performance and Business Plan and, if needed, taking mitigating action to maintain and improve performance or to reprioritise work in consultation with Members, staff and our partners.
Background
5. Strategic interventions are high-level actions that will move us towards achieving our Corporate Strategy KPIs and ultimately our outcomes. Our 2020/21 strategic interventions are those that will continue from the first year or begin in the second year of our 2019-24 Corporate Strategy. These high-level actions are supported by delivery plans and individual work programmes – reflecting that we will work as one team and one organisation to achieve our collective ambitions. Each action is clearly aligned and focussed on achieving at least one of the KPIs in our Corporate Strategy. Members should note that those strategic interventions that were achieved in the first year of the Corporate Strategy have been removed, but will be reported on at Q4 and in the Performance and Business Plan.
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National Park Authority Meeting 14 February 2020
6. In line with the revised Business Planning Framework timescales, Members are asked to note the proposed strategic interventions for the upcoming year of the Corporate Strategy prior to its start.
7. Through the Corporate Strategy, we will deliver our contributions to the National Park Management Plan and work towards achieving our vision: “For the Peak District to be loved and understood as the UK’s original national park”. The strategy is also key to delivering our mission as an Authority: “To speak up for and care for the Peak District National Park for all to enjoy forever.”
8. The Corporate Strategy (2019/24) was approved by Members of the Authority on 7 December 2018 and is organised around four outcomes that reflect national park purposes and duty and the National Park Management Plan vision. The outcomes are: A sustainable landscape that is conserved and enhanced A National Park loved and supported by diverse audiences Thriving and sustainable communities that are part of this special place An agile and efficient organisation.
Proposals
9. Members are asked to note the proposed strategic interventions for 2020/21 as detailed in Appendix 1 to this report.
Are there any corporate implications members should be concerned about?
10. There are no additional implications for Health and Safety, ICT, finance, risk management or sustainability. The resources needed for the 2020/21 strategic interventions are reflected in the budget paper also being considered at this meeting of the Authority.
11. Background papers (not previously published) – None
Appendices
1. Appendix 1: 2020/21 Strategic Interventions
Report Author, Job Title and Publication Date
Holly Waterman, Senior Strategy Officer - Research, 6 February 2020
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Appendix 1: Strategic Interventions 2020/21
A sustainable landscape that is conserved and enhanced
Baslow Edge Page 197 Page
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Table 1: A sustainable landscape that is conserved and enhanced
Key: R = Rolls forward from 2019/20 S = Starts in 2020/21 W = Will start in the future
Outcome: A sustainable landscape that is conserved and enhanced
Key Performance Year Indicator (KPI) and Strategic interventions Accountable Responsible 2 2024 target
Distinctive landscapes that are sustainably managed, accessible and properly resourced
KPI 1: Influence the Influence the design of the future post-Brexit scheme for roll out in 2025. Director of Head of R development of a Influence and deliver tests, trials and pilots for the new scheme through Conservation Landscape and support system that to 2025 and Planning Conservation properly rewards farmers and land managers for delivering Make the case for and influence the design of transitional arrangements Director of Head of R a full range of public including further improvements to the current Countryside Stewardship Conservation Landscape and benefits scheme and Planning Conservation
2024 target: At least an additional 10% of Peak District National Park in environmental land management schemes Continue to support land managers to access current and future Director of Head of R schemes Conservation Landscape and and Planning Conservation
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Appendix 1: Strategic Interventions 2020/21
KPI 2: Natural beauty Develop methodology for strategic sustainable landscape monitoring Director of Head of R conserved and with partners, which: identifies interventions required to Conservation Landscape and enhanced prevent/reduce/reverse/ mitigate negative changes and enhance natural and Planning Conservation beauty; and addresses any issues arising from the climate change 2024 target: Net vulnerability assessment of special qualities enhancement as identified by landscape Undertake an initial assessment of net enhancement to include repeating Director of Head of S monitoring existing detailed vegetation photos, photographing special quality views Conservation Landscape and and sample repeating the 1991 Changes to National Parks Report and Planning Conservation indicators Ensure all planning decisions are in accordance with strategic policy Director of Head of R Conservation Development and Planning Management Explore and develop community and audience engagement through Director of Head of Policy and S landscape monitoring including special quality views Conservation Communities and Planning KPI 3: Increase the Further develop our knowledge and insights of total carbon captured and Director of Head of S amount of carbon stored to tell the carbon management story of the Peak District Conservation Programme captured and stored as moorlands and Planning Delivery (Moors part of routine land use For the Future and management Partnership) (MFFP) 2024 target: 3,650 Continue to carry out a range of moorland restoration work to revegetate Director of Head of S tonnes net decrease in bare peat and reduce carbon emissions Conservation Programme carbon emissions from and Planning Delivery (MFFP) moorland Expand our work to identify and develop carbon auditing methods for Director of Head of S non-moorland land use and management techniques Conservation Landscape and and Planning Conservation Develop the climate change vulnerability assessment and implement the Director of Head of Strategy R key outcomes Corporate and Performance Strategy and Development Page 199 Page
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High quality habitats in better condition, better connected and wildlife rich
KPI 4: Area of moorland Continue restoration activities on degraded blanket bog to move it Director of Head of S blanket bog moving towards favourable condition with a focus on reducing the amount of Conservation Programme towards favourable bare peat and rewetting as far as possible in years 1-3 and Planning Delivery (MFFP) condition
2024 target: Support the development of and implement a resilient, sustainable Director of Head of S Restoration activities on moorland management model Conservation Landscape and 1,500 hectares of and Planning Conservation degraded blanket bog
KPI 5: Sustain the area Use and share our data on non-protected species rich (priority habitat) Director of Head of R of non-protected, grassland to inform our plans with a view to it becoming publically Conservation Landscape and species-rich grassland available and supporting the public payment for public goods approach and Planning Conservation through retention, enhancement and creation Deliver annual assessment of net gain/loss of non-protected, species- Director of Head of R rich grassland and use this to influence our future plans Conservation Landscape and 2024 target: Sustain at and Planning Conservation least 5,000 hectares of non-protected, species- rich grassland KPI 6: Area of new Create an opportunity map for new native woodland and scrub including Director of Head of S native woodland created details of the right trees in the right places Conservation Landscape and and Planning Conservation 2024 target: Create at least 400 hectares of Prioritise new native woodland creation work Director of Head of R new native woodland Conservation Landscape and and Planning Conservation
KPI 7: Maintain and Continue to have a clear voice on the outcomes we expect from the Director of Head of R enhance populations of Peak District National Park moorlands Conservation Landscape and and Planning Conservation
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Appendix 1: Strategic Interventions 2020/21
protected and distinctive Work with moorland owners, land managers and partners to deliver Director of Head of R species resilient, sustainable moorlands that lead to increased numbers of birds Conservation Landscape and of prey and Planning Conservation 2024 target: Restore Identify future priority species in key areas for enhancement and/or Director of Head of W breeding pairs of birds reintroduction Conservation Landscape and of prey in the moorlands and Planning Conservation to at least the levels present in the late 1990s
Cherished cultural heritage that is better understood and looked after
KPI 8: Increased Work with partners towards making the Historic Buildings and Scheduled Director of Head of W knowledge, Monuments Record (both designated and undesignated assets) Conservation Landscape and understanding and publically available and Planning Conservation active engagement with archaeology, historic Engage with a range of audiences to promote and increase knowledge, Director of Head of R structures and understanding and engagement with archaeological sites, historic Conservation Landscape and landscapes structures and landscapes and Planning Conservation
2024 target: 5% increase in audiences actively engaging with cultural heritage KPI 9: Percentage of Conservation and enhancement of scheduled monuments and listed Director of Head of R Scheduled Monuments buildings through our regulatory, advisory and partnership roles and our Conservation Landscape and and Listed Buildings own property and Planning Conservation conserved and/or enhanced
2024 target: 10% KPI 10: Percentage of Develop and adopt the remaining six Conservation Area appraisals Director of Head of R Conservation Areas Conservation Landscape and conserved and/or and Planning Conservation enhanced Page 201 Page
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2024 target: 100% (109) have adopted appraisals
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Appendix 1: Strategic Interventions 2020/21
A National Park loved and supported by diverse audiences
Fundraising for Mend Our Mountains Page 203 Page
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Table 2: A National Park loved and supported by diverse audiences
Key: R = Rolls forward from 2019/20 S = Starts in 2020/21 W = Will start in the future
Outcome: A National Park loved and supported by diverse audiences
Key Performance Year Indicator (KPI) Strategic interventions Accountable Responsible 2 and 2024 target
Greater audience reach among under-represented groups
KPI 11: Proportion Implement plans to match our offer to audience needs including engagement Director of S of under-represented opportunities for all young people within an hour’s travel time of the Peak Commercial groups reached District National Park, recruiting volunteers from under-represented groups, Development Head of providing inclusive health, education and accessibility activities and and Engagement developing digital channels that better align with the audiences we want to Engagement 2024 target: Peak reach District National Park audience reach that Repeat data research in year 3 and year 5 to monitor against outcome and Director of S is 30% closer to adjust plan as required Commercial Head of demographics of Development Marketing and those within an and Fundraising hour’s travel time of Engagement Development the National Park
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Appendix 1: Strategic Interventions 2020/21
A strong identity and excellent reputation driving positive awareness and engagement
KPI 12: Public Use research to develop a plan to better understand our existing and potential Director of Head of R connection with the audiences to increase public connection with the National Park Commercial Marketing and Peak District Development Fundraising National Park and Development Engagement 2024 target: Peak Implement plans to increase public connection with the National Park through Director of Head of District National Park R the development of quality engagement opportunities that encourage Commercial Marketing and connection is responsible behaviours and by growing sustainable tourism products Development Fundraising increased by 20% and Development Engagement Repeat data research in year 3 and year 5 to monitor against outcome and Director of Head of S adjust plan as required Commercial Marketing and Development Fundraising and Development Engagement KPI 13: Public Use existing research to develop a plan to increase awareness of the work of Director of Head of R awareness of Peak the Authority Commercial Marketing and District National Park Development Fundraising Authority and Development Engagement 2024 target: Peak Implement the plan to increase awareness of the Authority, including but not Director of Head of District National Park R limited to development of a Net Promotor Score (or similar) and seeking Commercial Marketing and Authority awareness external awards in relation to our work Development Fundraising is increased by 30% and Development Engagement Repeat data research in year 3 and year 5 to monitor against outcome and Director of Head of S adjust plan as required Commercial Marketing and Development Fundraising and Development Engagement Page 205 Page
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Active support through National Park points of contact to generate sustainable income
KPI 14: Amount and Implement and continue to develop the plan to maximise income without Director of Head of Visitor R sustainability of compromising the special qualities of the National Park, including car park Commercial Experience Peak District management, new visitor experiences at Millers Dale and Hulme End, Development Development National Park maximisation of existing income opportunities and growing our commercial and Authority’s income enterprises Engagement stream Design and launch fundraising campaign in support of corporate strategy Director of Head of R outcomes Commercial Marketing and 2024 target: Development Fundraising Generate an extra and Development £500,000 Engagement sustainable gross revenue income KPI 15: Value of Review management and development of volunteers and roles to create an Director of Head of R Peak District action plan to target increased volunteer support, diversity and efficiency Commercial Engagement National Park Development Authority volunteer and support Engagement
Implement action plan to improve opportunities for volunteering and increase Director of Head of 2024 target: R diversity amongst our volunteers Commercial Engagement Generate an extra Development £250,000 in and volunteer support Engagement across the Peak District National Park Authority
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Appendix 1: Strategic Interventions 2020/21
Thriving and sustainable communities that
are part of this special place
Bakewell Parish Church Page 207 Page
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Table 3: Thriving and sustainable communities that are part of this special place
Key: R = Rolls forward from 2019/20 S = Starts in 2020/21 W = Will start in the future
Outcome: Thriving and sustainable communities that are part of this special place
Key Performance Year Indicator (KPI) Strategic interventions Accountable Responsible 2 and 2024 target
Influencing and shaping the place through strategic and community policy development
KPI 16: Number and Redesign engagement plan to increase number and range of stakeholders Director of Head of Policy R range of residents involved in Local Plan review. Coordinate with engagement planning work under Conservation and and other community audience reach strategic interventions and Planning Communities stakeholders understanding and engaged in the Review resources by year 3. Local Plan review will gradually absorb more of Director of Head of Policy R development of team resources over 5 year period, plus fixed term post will terminate by 2022. Conservation and strategic policies Consider scope to draw in resources from specialists across the Directorates and Planning Communities 2024 target: 50% increase in Engage 100% of Parishes on audit work to create a comprehensive set of Parish Director of Head of Policy number R Statements and enable the drafting of a State of Communities Report Conservation and 50% increase in and Planning Communities range
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Appendix 1: Strategic Interventions 2020/21
KPI 17: Number of Review team resources by year 3. Local Plan review will gradually absorb more Director of Head of Policy R communities shaping of team resources over 5 year period, plus fixed term post will terminate by 2022. Conservation and the place Consider scope to draw in resources from specialists across the Directorates and Planning Communities
2024 target: 20% of Parishes have helped shape their future
Community development through building capacity, skills and engagement in local governance and community events
KPI 18: Number of Review range and effectiveness of interventions provided and develop an action Director of Head of Policy S Peak District National plan to focus attention on community development and to assist measurement of Conservation and Park Authority key performance measures and Planning Communities interventions facilitating community Implement the action plan Director of Head of Policy development S Conservation and 2024 target: 1,000 and Planning Communities interventions KPI 19: Number of Develop tools for engaging resident communities using digital media channels Director of Head of Policy S individuals and towards the promotion of community development (e.g. sharing, promoting local Corporate and groups actively using events, commenting on policy development, encouraging and initiating local Strategy and Communities Peak District National projects) Development Park Authority digital channels for Embed within engagement plan and coordinate with engagement planning work Director of Head of Policy community S development under audience reach strategic interventions Conservation and and Planning Communities 2024 target: 100% increase
Active participation through sustainable projects that connect people to place Page 209 Page
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KPI 20: Number of Review the outcomes from grant schemes and develop the future role of grants Director of Head of Policy R residents involved in Conservation and community life as a and Planning Communities result of Peak District National Park Authority grants Promote and deliver grants Director of Head of Policy R 2024 target: An extra Conservation and 500 residents and Planning Communities involved
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Appendix 1: Strategic Interventions 2020/21
Organisational performance: The PDNPA is an agile and efficient organisation
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Table 4: The Peak District National Park Authority is an agile and efficient organisation
Key: R = Rolls forward from 2019/20 S = Starts in 2020/21 W = Will start in the future
The Peak District National Park Authority is an agile and efficient organisation
Key Performance Year Indicator (KPI) and Strategic interventions Accountable Responsible 2 2024 target
Our workforce is more diverse, healthy and highly engaged
KPI 21: Maintain low Further develop the Authority’s Workforce Strategy, to address the Director of Corporate Head of Human R sickness levels following key issues: Strategy and Resources Staff wellbeing (e.g. initiatives such as Mental Health First Development 2024 target: Under 6 Aiders) days per full time equivalent per year Talent pipelines (including further development of R apprenticeships)
Pay strategy (including a salary grade review and S benchmarking)
Employer of choice (employer branding to attract and retain R staff)
KPI 22: Increase Develop a new competency framework that will be applicable to all Director of Corporate Head of Human R response rates to staff Strategy and Resources workforce surveys (this Development
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Appendix 1: Strategic Interventions 2020/21
is a proxy measure for Ensure all our staff and Members understand and live our values Director of Corporate Head of Human R staff engagement) Strategy and Resources Development 2024 target: 70% survey response rate (Investors In People / staff surveys) KPI 23: Increase the Identify gaps in the diversity of our workforce (including volunteers) Director of Corporate Head of Human S diversity of our and establish plans to close those gaps Strategy and Resources workforce (which Development includes volunteers)
2024 target: Move towards the demographics of those within an hour’s travel time of the National Park
We are financially resilient and provide value for money
KPI 24: To have a Develop a medium term financial plan (MTFP) that covers years 2- Director of Corporate Head of Finance R medium term financial 5 of the new Corporate Strategy (Year 1 - 2019/20 - falls within the Strategy and plan current MTFP) Development / Chief Finance Officer 2024 target: Plan Develop a new Capital Programme for the Authority (following the Director of Corporate Head of Finance S developed in 2019/20 adoption of the corporate Asset Management Plan) Strategy and and then monitored and Development / Chief updated Finance Officer KPI 25: To have Update our financial processes (regulations and standing orders) Director of Corporate Head of Finance R arrangements in place as a result of recommendations in the governance review Strategy and to secure economy, Development efficiency and Page 213 Page
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effectiveness in all our Introduce electronic purchase order, authorisation and invoice Director of Corporate Head of Finance S operations scanning and the implementation of an electronic travel and Strategy and subsistence claims system Development 2024 target: An unqualified value for money opinion (the best result possible) issued by External Audit
Our well-maintained assets support the delivery of our landscape, audience and community outcomes
KPI 26: To have a Develop a corporate Asset Management Plan Director of Corporate Corporate R corporate Asset Strategy and Property Officer Management Plan Development
Develop and implement a new Carbon Management Plan for the Director of Corporate Head of Strategy R 2024 target: Plan to be Authority Strategy and and Performance adopted in 2019/20 and Development then implemented Our data is high quality, securely managed, and supports decision making and delivery
KPI 27: To achieve at Ensure security services and control frameworks (e.g. anti-virus, Director of Corporate Head of R least reasonable encryption, disaster recovery, business continuity, server and client Strategy and Information assurance rating for the hardware and software etc) are fit for purpose and reflect best Development Management way we look after our practice and that staff awareness and preparedness is improved data in an ever and measured changing environment
2024 target: For data controls and security arrangements to be rated at least reasonable assurance in all Audit reports
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KPI 28: More of our Support the work of the Authority-wide group established to Director of Head of R data is digitally develop new and enhance existing services using data Conservation and Information accessible internally and Planning Management externally and is used to Investigate and deploy further self-service capabilities (e.g. Director of Corporate Head of R inform our decision increased spatial mapping tools on the Authority’s website etc) Strategy and Information making Development Management
2024 target: All services Lead business change programmes with internal teams and Director of Corporate Head of R capture, store and services to improve efficiency and effectiveness of business Strategy and Information access data in a processes and associated data management practices to improve Development Management consistent and efficient data and information availability both internally and externally manner Design and implement (with other national park authorities) shared Director of Corporate Head of R ICT services (including telephony, Active Directory, Exchange, Strategy and Information Internet, cyber security, GIS, image/video/content management Development Management etc)
The Authority is well managed to achieve its objectives and enhance its performance
KPI 29: To have best Undertake a review of Governance arrangements, including the Director of Corporate Head of Law, R practice governance, delegations to committees and officers Strategy and Legal and risk and performance Development Democratic management Services arrangements in place Implement an online procurement portal, related processes and Director of Corporate Head of Law, R
provide guidance and training for all relevant Authority staff Strategy and Legal and 2024 target: All internal Development Democratic and external audits Services relating to governance, risk and performance Coordinate the delivery of the corporate strategy and drive through Director of Corporate Head of Strategy R management are rated delivery and business planning, performance and risk management Strategy and and Performance as providing substantial processes Development assurance or equivalent Develop our Corporate Strategy 2025-2030 Director of Corporate Head of Strategy W Strategy and and Performance Development Page 215 Page
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KPI 30: Our Members Identify and remove barriers that may restrict the appointment of Director of Corporate Head of Law, R are more representative Members from underrepresented groups (e.g. review our meeting Strategy and Legal and of our audiences format and dates/times of meetings) Development Democratic Services 2024 target: Move towards greater diversity in our Members
We have effective partnership arrangements in place
KPI 31: To identify all Monitor the implementation of the National Park Management Plan Director of Corporate Head of Strategy R existing partnership 2018-23 delivery plan Strategy and and Performance arrangements and Development review their Coordinate the development of the Peak District National Park Director of Corporate Head of Strategy S effectiveness Management Plan 2024-2029 Strategy and and Performance
Development 2024 target: Complete review in 2019/20 and monitor effectiveness
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Agenda Item 14. National Park Authority Meeting – Part A 14 February 2020
14. OUTSIDE BODY AND CONFERENCE FEEDBACK REPORT
Name of Body National Parks England (NPE)
Date of Meeting 29 January 2020
Member in attendance Andrew McCloy
Supporting Officer Sarah Fowler
Issues raised at the meeting of significance to the Authority
1. NPE priorities: The Lead National Park Officer reported that Defra had not yet confirmed the final budget settlement for National Parks covering the year ahead, but early indications were giving some cause for concern. Directors agreed to continue making the case for National Parks and building political support. Going forwards, NPE's focus will be on four priority topics:
Ensuring the Government’s Nature Recovery Network and Strategy supports our wildlife ambitions Achieving priorities for ELMs and rural development Enabling National Parks to be loved and enjoyed by everyone Showing leadership on climate change
Three key mechanisms were put forward to aid their delivery:
Influencing the Glover Review and subsequent Government response Influencing Spending Review 2020 Building the case for strengthened S62 and duties on National Park Management Plans
2. Climate Change: It was agreed to establish a Chairs' Climate Change working group to provide a high-level steer on how National Parks collectively should coordinate their approach to tackling climate change. This will include developing a more effective narrative for Defra and others to show how National Parks are delivering on national targets and strategies. I have been appointed to chair this new NPE working group.
3. Communications: A draft communications strategy for NPE was agreed that will focus on improving how we get across our key policy messages and the work of National Park Authorities. An agency (Coast Communications) has been engaged to deliver this. Amongst other things, the Strategy sets out why NPE exists and our mission:
National Parks England brings together the nine English National Park Authorities and the Broads Authority, to provide a strong, collective and expert voice at a national level. We shape policy by drawing on our extensive experience, facilitating discussion, sharing knowledge, cultivating partnerships, and testing innovative solutions to some of the biggest challenges facing society.
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Issues on which the views of Authority Members are sought
1.
2.
Relevant documents such as reports and hyperlinks
1. For more details about NPE and its work go to: https://www.nationalparksengland.org.uk/home
2.
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