MEETING: AUDIT AND REVIEW COMMITTEE [Membership: Judith ... · Judith Donovan, John Fort, Neil...

A&R11jul17Agenda

Please note start time AGENDA MEETING:

AUDIT AND REVIEW COMMITTEE

[Membership: Judith Donovan, Neil Heseltine, Robert Heseltine, David Ireton, Allen Kirkbride, Jim Munday, Margaret Pattison, Yvonne Peacock, Neil Swain, Caroline Thornton-Berry and Richard Welch]. VENUE: The National Park Authority Office, Yoredale, Bainbridge DATE/TIME: Tuesday 11 July 2017 at 11.15am

�� Please see the attached “NOTES FOR MEMBERS OF THE PUBLIC AND AUTHORITY MEMBERS” ��

BUSINESS Indicative Part One – “Procedural items Duration Page No 1. Membership of the Committee 1

2. Election of Chairman

3. Election of Deputy Chairman

4. Minutes of the meeting held on 11 April 2017 3

5. Public Questions / Statements 6. Apologies for absence 7. Declarations of lobbying Part Two – Items/Reports which require a decision from Members

8. Review of Authority Performance in 2016/17 (25 mins) 5

9. Income Generation Strategy – Performance Review (20 mins) 35

A&R11jul17Agenda

Part Three – Items/Reports which are for Members to note

10. Treasury Management Performance; 2016/17 ( 5 mins) 47

�� 11. Such other business as, in the opinion of the Chairman, should, by reason of special

circumstances, be considered as a matter of urgency. David Butterworth Chief Executive National Park Office, Yoredale, Bainbridge 28 June 2017

Note: � Tea/coffee will be available a quarter of an hour before the meeting. � Lunch will be available after the meeting for members who sit on Planning Committee.

Audit & Review Committee Terms of Reference

To act on behalf of the Authority as follows: a) reviewing the Authority's performance in pursuing its policies and objectives, in

particular those in the Corporate Plan; and reporting to the Authority, its Committees or Sub-Committees, as appropriate;

b) acting as the lead Committee on the implementation and monitoring of the Authority’s performance assessment process;

c) leading on improvement planning and learning from major projects and on-going programmes;

d) instigating a programme of reviews in areas where the Authority is under-performing, needs to reduce costs, and/or needs to improve value for money, and report back to the Authority;

e) advising the Authority on its corporate governance policies and agenda, and implementing and managing the Authority's agreed policies in this area including overseeing its risk management strategy and considering the Annual Governance Statement;

f) arranging for the audit, both internal and external, of the Authority's affairs, including financial controls and accounts;

g) receiving all external and internal audit plans and reports, and monitoring the implementation of audit recommendations;

h) monitoring the Authority's complaints procedure, and as appropriate, determining any claims of maladministration and appropriate remedies;

i) scrutinising the Authority’s Treasury Management strategies, policies and day-to-day activities.

For Members’ information : to access the Authority’s wifi at Yoredale,

please login using: USER NAME: guest; PASSWORD: yoredale

NOTES FOR MEMBERS OF THE PUBLIC AND AUTHORITY MEMBERS

1. Declarations of Interest:

Authority Members should make any declarations of interest at the start of the appropriate item.

2. Public Questions/Statements:

The National Park Authority has allocated up to 15 minutes at the start of meetings to allow members of the public the opportunity to ask questions and/or to make statements that relate to the work of the Authority or the appropriate Committee. Anyone wishing to ask a question or make a statement must ‘register’ that intention with the Chief Executive by 12 noon on the working day before the meeting. More detailed guidance is available from the Authority’s Committees Officer. (This procedure is in addition to the opportunity to speak on planning applications at the Planning Committee.) For anyone registered to speak at today’s meeting – the Chairman will call you at the appropriate time – each Speaker will have up to three minutes.

3. Filming/Recording of Meetings: The National Park Authority routinely records all full Authority and Planning Committee Meetings.

Filming/recording of Authority meetings, Committee and sub-committee meetings is permitted provided it does not disrupt the smooth running of the meeting. The Chairman reserves the absolute right to ask for filming or recording of a meeting to cease if, in his/her opinion, continuing to film/record would be disruptive to, or prejudice, proceedings. Ultimately the Chairman may suspend or adjourn the meeting. Anyone filming a meeting is asked only to focus on those actively participating. Those attending National Park Authority meetings should be aware that they may be filmed and that attendance at the meeting signifies agreement to this. The Authority cannot accept responsibility for the content of any recording made, once it has been taken away from the Authority’s premises.

4. Health & Safety:

All members of the public and Authority members should sign the Visitors Book on entering and leaving the building – this is necessary in order that, if the building has to be evacuated, all persons can be accounted for. In the event of the fire alarms being activated, all those present at the meeting should leave the building by the main entrance (if possible), go straight across the car park (with the central wall on your left) and assemble at the far right-hand side of the lower part of the car park by the Fire Assembly Point. Please go straight to the Assembly Point as not doing so may delay checks that everyone is accounted for.

5. Meeting Room(s) Hearing Loop:

As well as using a conference sound system at Authority and Planning Committee meetings, each of the rooms used for formal meetings of the Authority and its Committees has an induction loop system fitted. If you have a hearing aid with a ‘T’ setting, please switch it to ‘T’.

6. Agenda Papers: The agenda and all public reports for meetings of the Authority (and each of its Committees) are normally available for public inspection five working days before the meeting. The papers are also posted on the Authority’s website and a limited number of copies are available for reference at each meeting.

If you have any general enquiries/comments about the above or the way in which the

Authority’s decision-making processes operate, please contact the Committees Officer by post (to Yoredale, Bainbridge, Leyburn, DL8 3EL); telephone 0300 456 0030; or email:

[email protected].

Committee Membership and Member Champions as at 28 June 2017 Member Appointing

body Planning Audit &

Review Finance & Resources

Standards

M’ship/Quorum→ 17/7 12/6 13/6 5/3

Blackie John NYCC � �

Clark Chris SoS(P) � �

Cotton Nick CCC S2 �

Donovan Judith SoS � �

Foster Richard CDC S1 � �

Gray Brenda SLDC � � Heseltine Neil SoS(P) S1 � �

Heseltine Robert CDC � �

Ireton David NYCC S1 � �

Kendall Valerie EDC � �

Kirkbride Allen SoS(P) � � S

Lis Carl CDC S2 �

Macaré Steve SoS S1 �

Manners-Armstrong Jocelyn SoS � � �

Martin Julie SoS � �

McPherson Ian SoS(P) � �

Munday Jim SoS � �

Pattison Margaret LCyC � �

Peacock Yvonne RDC � �

Quinn Gillian NYCC � �

Sedgwick Karin NYCC �

Swain Neil SoS � �

Thornton-Berry Caroline RDC � �

Towneley Cosima LCC � �

Welch Richard NYCC � �

CDC= Craven District Council; EDC= Eden District Council; LCyC= Lancaster City Council; RDC=Richmondshire District Council; SLDC=South Lakeland District Council; CCC=Cumbria County Council; LCC= Lancashire County Council; NYCC= North Yorkshire County Council; SoS=Secretary of State; SoS(P)=Secretary of State (Parish);

CHAIRMEN AND DEPUTY CHAIRMEN

Date elected Chairman Deputy Chairman Authority (27/06/17) Carl Lis Ian McPherson

Planning (09/08/16) Caroline Thornton-Berry Julie Martin

Audit and Review (08/11/16) Yvonne Peacock Jim Munday

Finance and Resource (13/9/16) Jocelyn Manners-Armstrong Nick Cotton

Standards (01/11/16) Jocelyn Manners-Armstrong -

MEMBER CHAMPIONS

Area of responsibility Member appointed Term of appointment Natural Environment Ian McPherson Nov15 – Nov18

Cultural Heritage Julie Martin Sep14 – Sep17

Recreation Management Nick Cotton Dec16 – Dec19

Promoting Understanding Judith Donovan June17 – June20

Development Management Robert Heseltine June15 – June18

Sustainable Development Chris Clark Sept16 – Sept19

Corporate Management Steve Macaré June15 – June18

A&R11jul17Item1Membership

YORKSHIRE DALES NATIONAL PARK AUTHORITY

ITEM 1

FOR INFORMATION

Committee: AUDIT & REVIEW Date: 11 July 2017 Report MEMBERSHIP OF THE COMMITTEE

1. At the Authority meeting on 27 June 2017, it was agreed that the membership of the Committee would be:

Name of Member Category of membership

1 Judith Donovan Secretary of State

2 Neil Heseltine Secretary of State (Parish)

3 Robert Heseltine Local authority – appointed by Craven District Council

4 David Ireton Local authority – appointed by North Yorkshire County Council

5 Allen Kirkbride Secretary of State (Parish)

6 Jim Munday Secretary of State

7 Margaret Pattison Local authority – appointed by Lancaster City Council

8 Yvonne Peacock Local authority – appointed by Richmondshire District Council

9 Neil Swain Secretary of State

10 Caroline Thornton-Berry

Local authority – appointed by Richmondshire District Council

11 Richard Welch Local authority – appointed by North Yorkshire County Council

12 Cosima Towneley Local authority – appointed by Lancashire County Council

Julie Payne Committees Officer 28 June 2017 Background documents: None

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YORKSHIRE DALES NATIONAL PARK AUTHORITY AUDIT AND REVIEW COMMITTEE

ITEM 4

Minutes of the meeting held at Yoredale, Bainbridge on Tuesday 11 April 2017. Present: Judith Donovan, John Fort, Neil Heseltine, Robert Heseltine, David Ireton, Allen Kirkbride, Jim Munday, Margaret Pattison, Yvonne Peacock, Neil Swain and Richard Welch.

COPIES OF ALL DOCUMENTS CONSIDERED ARE IN THE MINUTE BOOK

01/17 MINUTES RESOLVED - That the minutes of the meeting held on 8 November 2016, having been printed and circulated, be taken as read and be confirmed and signed by the Chairman as a correct record. 02/17 PUBLIC QUESTIONS/STATEMENTS No notifications of public questions or of the intention to make a statement had been received. 03/17 APOLOGIES FOR ABSENCE No apologies for absence were received. 04/17 DECLARATIONS OF LOBBYING No declarations of lobbying were made at the meeting.

05/17 PERFORMANCE REVIEWS AND MAJOR PROJECT REVIEWS FOR 2017/18

CONSIDERED – the report of the Director of Conservation and Community. Members felt strongly that both Performance Reviews should be carried out over the next year. RESOLVED – That the areas of work to be scrutinised in 2017/18 should be: Performance Reviews:

• Income Generation followed by Parish Forums

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Major Project Reviews:

• Implementation of the boundary extension

• Charging for toilets

06/17 ANNUAL GOVERNANCE STATEMENT

CONSIDERED – the joint report of the Monitoring Officer and the Director of Corporate Services. RESOLVED – That:

(i) the Annual Governance Statement to accompany the 2016/17 Statement of Final Accounts, be approved; and (ii) subject to the implementation of the improvements identified in Table B, and with the addition of the reviews agreed at this meeting, the Authority’s internal control systems and governance arrangements are considered to be adequate and effective.

07/17 REVIEW OF THE AUTHORITY’S MEMBER CODE OF CONDUCT CONSIDERED – the report of the Solicitor/Monitoring Officer. RESOLVED – That the revised Member Code of Conduct be recommended to the Authority for adoption. 08/17 REVIEW OF THE COMPLAINTS POLICY CONSIDERED – the report of the Corporate Services Officer RESOLVED – That the proposed changes detailed in the report be approved. 09/17 INTERNAL AUDIT ANNUAL REPORT FOR 2017/17 CONSIDERED – the report of the Director of Corporate Services. Members wished to record their thanks to the Auditor and to Corporate Services Officers for their excellent work. RESOLVED – That the report be noted.

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ITEM 8

Committee: AUDIT AND REVIEW Date: 11 July 2017 Report: REVIEW OF AUTHORITY PERFORMANCE IN 2016/17

Purpose of the report 1. To provide Members with an overview of the Authority’s achievements and a more

detailed assessment of performance in 2016/17. RECOMMENDATION 2. That Members comment on and note the Authority’s performance in 2016/17. Strategic Planning Framework 3. The information and recommendation contained in this report are consistent with the

Authority’s statutory purposes and approved strategic planning framework:

Corporate Plan objective. Ensure a robust and accountable Performance Management Framework is in place

and is driving improvement, so that at least 75% of the Authority’s objectives are achieved or remain ‘on course’ each year.

Background 4. Each year the Authority goes through a process of setting out what we want to

achieve in the year ahead. This starts with Members setting our priorities, then setting specific objectives and a budget, and finally detailed actions. In the 2016/17 Corporate Plan and Action Plan, the Authority had set:

• 34 objectives – the major things we want to achieve over the next few years. All have specific, measureable targets attached to them;

• 195 actions – specific things we were going to do to help achieve those objectives.

5. In addition, a set of ‘family performance indicators’ are collected annually by all the

English national park authorities to provide a collective assessment of progress – and for benchmarking purposes. In 2016/17 we collected information on 11 performance indicators.

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Summary of overall performance 6. Annex A provides a snapshot of overall performance across the range of Authority

functions. The measures have been chosen to give an ‘at-a-glance’ overview of how the Authority performed in the year.

7. Good progress was made on most of the Authority’s objectives with 82% being

achieved or still on course to be achieved by their target date. Chart 1 in Annex B illustrates the percentage of Authority objectives achieved over the last 5 years.

8. In relation to the Authority’s four priority programmes, key objectives that are being

achieved include:

• 89% of priority habitats are in good condition;

• 227 hectares of new native woodland have been created over the last 4 years;

• almost two-thirds of the existing woodland is now in some form of management agreement;

• on average, 90% of the rights of way are ‘easy to use’ each year;

• 6,249 volunteer days were provided;

• 87% of minor and 93% of ‘other’ planning applications were determined within Government target times.

9. Two objectives for priority programmes are not on course:

• the area of the National Park covered by national agri-environment scheme agreements is probably still falling (but we await the figures to confirm this).

• the ‘TeeSwale’ project bid – which would have secured funding to join up key habitat networks in Swaledale and Arkengarthdale - was unsuccessful. However, it is intended that a revised bid will be submitted to HLF later this year.

10. The 4 other objectives that are not on course relate to:

• Swaledale/Arkengarthdale Barns and Walls Conservation Area – the withdrawal of the proposed ‘Barns Conservation Levy’ means that there is still no mechanism to fund the repair and management of the many field barns that are in poor condition;

• three other Conservation Areas (so four in total) are still at risk;

• the new Design Guide still needs photos, diagrams etc before the final ‘glossy’ version can be published.

• affordable and ‘local market’ housing completions are still running below the annual average needed to meet the current objective.

11. Annex B also charts the trends in performance for a number of the Authority’s

individual objectives.

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Detailed Performance 12. Annex C gives an assessment of progress on every objective (this information was

reported to the full Authority meeting in June). 13. In total, 80% of the detailed actions were completed by the end of the year. The full

list of those that were achieved is set out in Annex D. Annex E shows the actions that were not achieved together with a brief explanation for any postponements, etc.

14. The full set of ‘family performance indicator’ data is still being collated and will be

presented at the meeting – providing an overview of how this Authority compares with other National Park Authorities in England, on a number of performance measures.

Conclusion 15. As reported to the Authority in June, good progress has been made across the

majority of objectives in 2016/17, especially in the context of having to deal with the ‘once in a lifetime’ extension to the National Park boundary. In particular, the staff reorganisation that followed took the rest of the year to complete fully – meaning that the Authority did not have the capacity to deliver some of the activities planned for the back end of the year.

16. The other major impact on overall performance was the Authority’s success in securing external funding – both from grants and our own fees and charges. As reported to the Finance and Resources Committee in June, there is a time-lag in spending this funding (while project officers are recruited etc) and, again, this meant that some projects made less progress than originally hoped.

Gary Smith Director of Conservation & Community 28 June 2017 Background documents: Corporate Plan 2016/19

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Annex A

Overview of Authority Performance 2016/17

�� A good result �� An adequate result Room for improvement

CONSERVING AND ENHANCING THE SPECIAL QUALITIES OF THE NATIONAL PARK

227 ha of native woodland created since 2013 ��

89% of priority habitats are in good condition ��

??% of the National Park covered by agri-environment scheme agreements

28 Sustainable Development Fund projects funded with grants of £175,000 ��

41 sites being managed for nature by local community groups ��

Tees-Swale project funding bid was unsuccessful

65% of all woodland is in active management ��

PROVIDING AN EXCELLENT LEVEL OF AUTHORITY SERVICES

93% of ‘other’ planning applications were determined within 8 weeks ��

On average, 90% of public rights of way are ‘easy to use’ each year ��

7.8% (168km) of rights of way in the National Park are suitable for all users ��

92% of users satisfied with the service provided by the National Park Centres ��

4 apprentices taken on with the Ranger Service ��

4 complaints received only 1 upheld (in part) ��

AN EFFECTIVE AND EFFICIENT ORGANISATION

82% of Authority objectives were achieved or remained ‘on course’ ��

99.97% of invoices were paid promptly (<30 days) ��

External auditors were fully satisfied with the Authority’s operations ��

Retained the ‘Customer Service Excellence’ award ��

58% decrease in CO2 emissions from NPA operations since 2005 ��

6,249 volunteer days provided ��

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Annex B

5 Year Trends Chart 1. Percentage of Authority objectives achieved

Chart 2. Length of RoW (km) suitable for all users

Chart 3. Percentage of Rights of Way that are easy to use

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Annex B

Chart 4. Major planning applications determined within 13 weeks

Chart 5. Minor planning applications determined within 8 weeks

Chart 6. ‘Other’ planning applications determined within 8 weeks

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Annex B

Chart 7. Number of volunteer days provided

Chart 8. Satisfied users of NPC

Chart 9. Authority income (£,000)

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Annex C

PROGRESS ON OBJECTIVES IN 2016-17

Objective Expected Progress Actual Progress Status

1. Support farmers and landowners to deliver a wide range of environmental benefits by maintaining at least 80% of the National Park in basic Environmental Stewardship agreements and increasing the area covered by enhanced management agreements (HLS) to at least 55% by 2017.

80%

55%

Awaiting information from Natural England

x

2. Support projects that enhance and promote the National Park’s distinctive landscape, geology and cultural heritage, including delivery of large-scale projects such as the Ingleborough Dales Landscape Partnership (IDLP) to enhance the wider landscape of Ribblesdale and Chapel-le-Dale by 2019.

IDLP delivery phase underway

First year of programme was successfully completed by YDMT, with support from YDNPA. This included producing material for new geology webpages and installing new interpretation at Craven Limeworks.

�

3. Help people to conserve, enhance and bring back into use the most important historical sites, buildings and structures in the National Park so that no more than 70 listed buildings (LBs), 15 scheduled monuments (SMs) and no conservation areas (CAs) are ‘at risk’ by 2020.

70 LBs

6 SMs

4 CAs at risk

69 LBs

5 SMs

4 CAs

x

4. By June 2016, provide clear guidance on which traditional farm buildings should be a focus for public investment, and those that can best be adapted for re-use or allowed to decline.

New Local Plan policies adopted

New Local Plan was adopted in December 2016 �

5. Secure the contribution that traditional field barns and drystone walls make to the National Park, including establishing a local partnership to identify and implement positive measures to enhance the Swaledale-Arkengarthdale Barns and Walls Conservation Area so that by 2016 it is no longer considered ‘at risk’.

Muker barns restoration project completed

Muker barns project underway – contracts let for two restorations.

Local Plan policy L2 permits a wider range of new uses for roadside barns but will not change the status of the Conservation Area.

x

6. Establish a professional network to encourage innovative, high-quality and more sustainable building design that complements the distinctive character of the Yorkshire Dales National Park, and publish new design guidelines by 2016.

New Design Guide published

The Design Guide text has been finalised but work on images and graphics had to be postponed due to workload pressures created by National Park extension and difficulties filling vacant posts.

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Annex C


7. Use the Historic Environment Record to research, record and promote the stories of the National Park area, and carry out and co-ordinate regular surveys of important historic structures and landscapes.

Annual surveys completed

Annual rolling programme of surveys of listed buildings and scheduled monuments was carried out by Dales Volunteers.

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8. Maintain and promote the network of public rights of way – including the Pennine Way, Pennine Bridleway and other recognised regional routes and trails − so that, on average, 90% are ‘easy to use’ each year.

90% easy to use Annual survey showed 88% of rights of way were ‘easy to use’ in 2016. The average since the objective was set in 2013 remains 90%.

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9. Carry out works to improve access on appropriate routes so that 170km (8%) of public rights of way are suitable for users of all ages and abilities by 2018, and introduce five short, waymarked walks from Aysgarth, Grassington, Hawes, Malham and Reeth.

163 km (7.6%) suitable for all users

A further 12 km was improved in 2016/17, taking the total to 168km (7.8%) that are now suitable for users of all ages and abilities. Three new waymarked walks have been introduced (Aysgarth, Grassington and Malham).

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10. Maintain and keep under review appropriate measures to manage the use of recreational motor vehicles on sensitive green lanes, and continue to work with enforcing agencies as required.

90% compliance with TROs

98% compliance.

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11. Develop a range of new opportunities for people to explore the National Park by bicycle, including creating 3 new routes for family-friendly cycling by 2018.

2 fully costed proposals

Proposals for new ‘Swale Trail’ have been fully costed, and all the funding secured. The Authority is also working with the owners of Greenfield Forest to help them create a new 8 km route.

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12. Give people from all backgrounds an opportunity to enjoy and make a difference to the National Park by providing at least 5,000 volunteer days per year, with 10% coming from under-represented groups by 2018.

5,000 days provided 6,249 days provided, of which 1,098 days (17.5%) were from under-represented groups. �

13. Work with the organisers of large-scale events to ensure they are well run and provide benefits for local communities and businesses, and establish a fund to cover the full cost of maintaining the Three Peaks route.

Generate £14,000 a year

£26,000 raised for the 3 Peaks fund in 2016/17. Plus £27,000 for the ‘Swine tail’ project through Mend our Mountains campaign.

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Annex C


14. Make the Yorkshire Dales National Park accessible and relevant to a diverse range of groups, including providing 200 session places a year for local disadvantaged people.

200 session places a year

306 session places provided.

� 15. Provide accessible, high quality information services so that

at least 70% of users of National Park Centres (NPCs) are satisfied with the service and have increased their understanding of the special qualities of the National Park.

70% satisfied 92% of users were satisfied with the service and 61% said it had increased their understanding.

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16. Increase the proportion of visitors to the free National Park Visitors Centre who opt to enter the paid museum attraction at Dales Countryside Museum (DCM) from 11% in 2012 to 16% in 2016.

16% of visitors 20% of visitors to DCM opted to enter the paid museum attraction. �

17. Support farmers and landowners to get 85% of the area covered by priority habitats into ‘good condition’ by 2016.

85% in good condition

89% of priority habitats were in good condition in 2014. Next full condition report will be produced in 2017.

� 18. Work with parish councils, local community groups and

landowners to increase from 20 to 45 the number of sites that are being managed for nature by local community or volunteer groups by 2018.

40 sites being managed

41 sites are now being managed by local groups. �

19. Support farmers and landowners to create at least 400 hectares of new native woodland (NNW) by 2020, to strengthen habitat networks, increase carbon storage and help to reduce flooding.

200 ha created New agreements were entered into for 48 ha of woodland. This takes the total created since 2013 to 227 ha.

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20. Ensure that at least 66% of all woodland is in active management by 2018, and develop a locally-based woodfuel initiative.

64% in active management

65% of woodlands in the National Park are in active management. �

21. Through the Yorkshire Peat Partnership, help farmers and landowners to restore more natural drainage that slows the flow of water, enhances biodiversity, and reduces carbon emissions across a further 2,000ha of degraded peatland by 2017.

2,000ha restored With loans from the Authority, the YPP helped farmers and landowners to restore 510 ha of degraded peat in the winter of 2016/17 bringing the total restored to 2,760 ha.

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Annex C


22. Make semi-natural habitats more resilient and adaptable to the uncertainties of climate change and the risks from new pests and diseases by helping farmers and landowners to ‘buffer’ or link together key gaps between priority sites by 2018.

HLF stage 1 approval for habitat project

The ‘TeeSwale - Naturally Connected’ bid to HLF was unsuccessful. It is intended that a revised bid will be submitted in August 2017.

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23. Provide an efficient development management service that supports appropriate opportunities for economic and community development whilst helping to conserve and enhance the special qualities of the National Park, including ensuring that 65% of minor and 80% of ‘other’ planning applications are being determined within eight weeks and at least 80% of applicants are satisfied with the service provided.

65%/80% determined in 8 weeks

80% satisfied

87% of minor and 93% of ‘other’ applications determined in 8 weeks.

89% of applicants were satisfied in 2015/16 (surveyed every 2 years).

�

24. Take on at least 6 apprentices in countryside management and heritage skills by 2019.

4 apprentices 4 apprentices appointed to Ranger Services.

� 25. By June 2016, prepare a new Local Plan that sets out how

the local planning system will be used positively to seek opportunities for development to help achieve the vision and objectives in the Yorkshire Dales National Park Management Plan.

Local Plan adopted The Authority adopted the new Local Plan in December 2016. �

26. Improve the quality, variety and marketing of the tourism ‘offer’ based on the local distinctiveness within the National Park to increase the number of overnight visitors and increase the value of tourism by 20% in real terms by 2020 (compared to 2012).

12% increase The value of tourism in the National Park in 2016 was estimated to be £252 million – an increase of 16% in real terms compared to 2012.

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27. Support construction of at least 75 affordable dwellings and 75 ‘local market’ dwellings on sites in accordance with the Housing Development Plan by 2018.

120 dwellings 88 affordable or local market dwellings have been built since 2013. 143 permissions have been granted over the same period.

x

28. Use the Sustainable Development Fund, New Homes Bonus and other funding sources to support at least 15 new projects each year that bring economic, social and environmental benefits to the National Park.

15 projects funded by SDF

28 local projects funded by the SDF. A further 3 projects were supported using money from Craven’s New Homes Bonus.

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Annex C


29. Plan and manage all aspects of the National Park Authority’s business to make the most effective use of our resources and develop our capacity for income generation to maintain our annual income at £6.6 million.

£6.6 million income £6.73 million income.

Income secured was actually considerably higher but several grants have been carried forward into 2017/18.

�

30. Provide high quality, efficient and effective services and communications to the public and, in doing so, maintain the ‘Customer Service Excellence’ (CSE) standard every year.

Retained CSE standard

CSE Standard has been retained. Assessment took place in September 2016. �

31. Operate corporate governance and financial arrangements that are fit for purpose, as evidenced through the Annual Governance Statement, the Annual Governance Report, and an unqualified audit opinion.

Unqualified audit opinion

Unqualified audit opinion received.

�

32. Ensure a robust and transparent Performance Management Framework is in place and is driving improvement, so that at least 75% of the National Park Authority’s objectives are achieved or remain ‘on course’ each year.

75% achieved or ‘on course’

82% of objectives are achieved or ‘on course’.

�

33. By April 2017, ensure that the National Park Authority has the systems and processes in place to begin implementation of a programme of work which will support National Park purposes in the new extension area.

Systems and processes in place

Transfer of statutory functions completed successfully. Reorganisation agreed in October and all new posts are now filled.

�

34. In partnership with key organisations and in consultation with local communities, update the National Park Management Plan (NPMP) by 2018 to take into account the needs and opportunities of the extended National Park.

Begin baseline data collection

Available data has been collected and work is in-hand to fill any identified gaps. Process for updating NPMP was approved in December.

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1.1 Work with Natural England to launch the national Results Based Agri-environment Payment Scheme grasslands pilot in Wensleydale, including identifying 20 farms to enter into new agreements

1.2 Through Natural England’s Catchment Sensitive Farming initiative, deliver a programme of advice, training and capital funding for farmers to reduce diffuse pollution within the Ure, Swale, and parts of the Wharfe and Aire catchment

1.3 Help and support farmers and land managers wishing to enter the Countryside Stewardship Scheme

1.4 Lead the Northern Upland Chain Local Nature Partnership (NUCLNP) High Nature Value Farming working group, and fund the establishment of a NUC Farmers’ Panel to provide a stronger voice for upland farmers

1.5 Engage with farmers and landowners in the boundary extension area through meetings, events and one-to-one advice

1.8 Design a new payment by results scheme for National Trust tenants on the Malham Estate


2.2 Work with the Friends of the Lake District and other partners to submit a Stage 1 bid to the Heritage Lottery Fund (HLF) for the Westmorland Dales Landscape Partnership

2.3 Obtain up-to-date information on levels of light pollution in the existing and extended National Park

2.4 Fund the Yorkshire Dales Millennium Trust (YDMT) to support delivery of the first year of the Ingleborough Dales Landscape Partnership

2.5 Work with local partners to secure funding for at least one new project to deliver a high priority theme from the Wensleydale Strategy

Action Plan 2016/17 - Actions Achieved

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3.1 Work with landowners to get at least one scheduled monument off the ‘at risk’ register

3.2 Assess implications of boundary extension for buildings at risk and conservation area casework

3.4 Work with owners of listed buildings to get at least 3 buildings off the ‘at risk’ register

3.5 Complete the final year of the Historic England-funded Yorkshire Dales Industrial Monuments Management Scheme programme, including conservation works in Hebden Gill and on Grassington Moor

3.6 With funding from the Ingleborough Dales Landscape Partnership, secure the conservation of at least 5 historical landscape features

4. By June 2016, provide clear guidance on which traditional farm buildings should be a focus for public investment, and those that can best be adapted for re-use or allowed to decline.

4.2 Publish and launch the Barns Toolkit


5.1 Let contracts for works to restore at least 3 traditional farm buildings in Muker Parish

5.2 Continue to incorporate data from the traditional farm building census into the Yorkshire Dales Historic Environment Record

5.5 Work with the local community, businesses and visitors in Muker Parish to record the history and stories of field barns for the Every Barn Tells a Story project


6.1 Publish the final Design Guide

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7.1 Run an annual Historic Environment Day School

7.2 Transfer Lancashire and Cumbria County Councils’ Historic Environment Records for the extension area into the National Park Authority’s Historic Environment Record

7.3 Using Dales Volunteers, survey one fifth of listed buildings in the National Park to assess their condition

7.4 Develop projects within the proposed Westmorland Dales Landscape Partnership HLF bid that will improve understanding of the historic environment of the area


8.2 Undertake a rights of way ease of use and condition survey in the extension area to assess the amount of work required to meet the National Park Authority’s rights of way objective

8.3 Carry out engineering works to 500 m of eroded routes, including new surfacing at Burnsall on the Dales Way

8.4 Repair 3.9km of previously engineered routes, including significant works on the Three Peaks route on The Swine Tail leading to Ingleborough summit

8.5 Act as lead authority for the Pennine Way and Pennine Bridleway National Trails Partnership and administer the grant system

8.7 Carry out significant works to Ash Gill Bridge, Marsett, Linton and Stoney Stoop stepping stones, and maintain river crossings so that 90% remain in condition 1

8.9 Complete 66% of unopposed Path Order applications within nine months from date of receipt

8.10 Complete 2 creations which extend the Rights of Way network

8.11 Implement actions in the Pennine Way Maintenance Plan 2016/17 (subject to funding)

8.12 Implement actions in the Pennine Bridleway Maintenance Plan 2016/17 (subject to funding)

8.14 Review the rights of way delegation agreement with Cumbria County Council, to take account of the National Park extension, and establish arrangements with Lancashire County Council

8.15 Undertake flood repair works, as required subject to adequate funding being secured for works in Cumbria and North Yorkshire to include significant works at Chapel Beck and Birks Mill Bridge, Sedbergh

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9.3 Improve access for less mobile users (miles without stiles) on 10km (0.5%) of the rights of way network

10. Maintain and keep under review appropriate measures to manage the use of recreational motor vehicles on sensitive green lanes, and continue to work with enforcing agencies as required.

10.1 Identify and implement transitional arrangements for the Yorkshire Dales Access Forum (YDAF) to take account of the boundary extension

10.2 Monitor the use and condition of green lanes with management plans and produce an annual report

10.3 Carry out 4 monitoring days with North Yorkshire Police

10.4 Identify and undertake an initial assessment of green lanes in the extension area

10.5 Support the work of the YDAF and advisory groups


11.1 Support the Tour de Yorkshire 2016 where it passes through the Dales and look to maximise business benefit and publicity for the National Park

11.2 Identify two cycle routes in the extension area and publicise on our website

11.4 Apply for funding to implement the Swale Trail


12.1 With partners, support the Craven Crucial Crew event delivering Countryside Safety Scenarios to 650 year 6 pupils (9/10 year olds) over 9 days

12.2 Provide 5 student work experience opportunities for local schools

12.3 Provide 2 placement opportunities

12.4 Provide a programme of 90 volunteer-led guided walks and 4 pathfinder events

12.6 Review volunteer activities and opportunities within each Directorate

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12.7 Reorganise the Dales Volunteers service as part of the Authority’s reorganisation

13. Work with the organisers of large-scale events to ensure they are well run and provide benefits for local communities and businesses, and establish a fund to cover the full cost of maintaining the Three Peaks route.

13.1 In conjunction with the British Mountaineering Council promote the ‘Mend our Mountains’ crowdfunding campaign to raise funding for The Swine Tail, Ingleborough Project

13.2 In conjunction with a corporate partner, organise a Three Peaks Challenge Walk to raise funds for the Three Peaks Project and demonstrate best practice

13.3 Attend 6 Three Peaks events with a pop-up shop and information

14. Make the Yorkshire Dales National Park accessible and relevant to a diverse range of groups, including providing 200 session paces a year for local disadvantaged people.

14.1 Implement the Arts Council-funded lithophone project at Malham (p)

14.2 Deliver 6 Wild Wednesday events

14.3 Attend 4 large and 8 smaller agricultural shows promoting the theme of ‘Access and Adventure’

14.4 Through ‘Green Futures’, establish Young Rangers groups in the west and north of the National Park

14.5 Provide 200 session places for disadvantaged people through the Dales Experience Programme

14.6 Work with Disabled Ramblers, Experience Community and other groups to provide 5 introductory walks for people with disabilities

14.7 Organise 10 task days for the Young Rangers groups

15. Provide accessible, high quality information services so that at least 70% of users of National Park Centres (NPCs) are satisfied with the service and have increased their understanding of the special qualities of the National Park.

15.1 Engage businesses and residents in the work of NPCs by holding open event at the four flagship NPCs

15.2 Review and refresh the range of Three Peaks merchandise

15.3 Extend the range and number of products and services fulfilled online, using the e-shop to generate more income

15.4 Implement four seasonal displays in each of the NPCs to raise the profile and attract visitors to use them

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15.5 Promote opportunities from the NPCs for nature tourism based on local habitats and species (e.g. Red Squirrels, Peregrines, hay meadows and dark skies)

15.6 Promote NPC services via social media, publications and media to encourage more visitors to use the NPCs

15.7 Review the partnership agreement with Hudson House

16. Increase the proportion of visitors to the free National Park Visitors Centre who opt to enter the paid museum attraction at Dales Countryside Museum (DCM) from 11% in 2012 to 16% in 2016.

16.1 Launch the café at DCM

16.2 Following the transfer of the Earby Mining Museum collection, reapply for external funding to incorporate and interpret the collection at DCM

16.3 Develop and deliver an exhibition and associated events with the support of Arts&Heritage encouraging the exploration of the collection through creative activity and making links with the national Big Draw and Museums at Night campaigns

16.4 Undertake works to enable DCM to meet the terms of the Government Indemnity Scheme, a condition for hosting loan exhibitions

16.5 Organise an exhibition and activities which show the links JMW Turner has to the National Park area, as part of the bicentenary of his visit to the Yorkshire Dales

17. Support farmers and landowners to get 85% of the area covered by priority habitats into ‘good condition’ by 2016. 17.1 Work with local naturalists and others to monitor Burnt Orchid, Montane Eyebright, Northern Hawksbeard, Small White Orchid and Narrow

Small Reed

17.2 Complete the survey of important habitats across Wensleydale

17.4 Compile existing data sets on habitats and species in the boundary extension area

17.5 Act as secretariat for the Northern Upland Chain Local Nature Partnership

18. Work with parish councils, local community groups and landowners to increase from 20 to 45 the number of sites that are being managed for nature by local community or volunteer groups by 2018.

18.1 With the RSPB, run the Peregrine viewpoint at Malham Cove

18.2 Through the Parish Wildlife Project, support 35 existing community wildlife projects and get local people involved in managing 5 more sites for wildlife

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18.3 Secure funding for a project with local communities to promote awareness and conservation of Tree Sparrows

18.4 Identify existing sites being managed by local community groups in the boundary extension area

18.5 Work with the Lune Rivers Trust on an Invasive Non-native Species Project in the boundary extension area


20.1 Advise on and fund new management agreements for 30ha of woodlands

20.3 Advise on 6 new woodland management schemes

21. Through the Yorkshire Peat Partnership, help farmers and landowners to restore more natural drainage that slows the flow of water, enhances biodiversity, and reduces carbon emissions across a further 2,000ha of degraded peatland by 2017.

21.1 Provide up to £450k of loans to the Yorkshire Peat Partnership to restore natural drainage across 500 ha of degraded peatland

22. Make semi-natural habitats more resilient and adaptable to the uncertainties of climate change and the risks from new pests and diseases by helping farmers and landowners to ‘buffer’ or link together key gaps between priority sites by 2018.

22.1 With the North Pennines AONB, submit a bid to the Heritage Lottery Fund for a 5-year programme to restore and connect natural habitats across Swaledale, Arkengarthdale and Wensleydale

22.2 Work with Leeds City Council and other partners in the Leeds City Region to develop a programme of investment to improve natural flood management in the Upper Aire and Upper Wharfe catchments.

22.3 Consider development of natural flood management plans for parts of the National Park, using the Wensleydale Strategy as a model

22.4 Extend the NUCLNP ‘habitat opportunities’ map to cover the boundary extension area

23. Provide an efficient development management service that supports appropriate opportunities for economic and community development whilst helping to conserve and enhance the special qualities of the National Park, including ensuring that 65% of minor and 80% of ‘other’ planning applications are being determined within eight weeks and at least 80% of applicants are satisfied with the service provided.

23.1 Manage the transfer of development management casework from Eden District Council, South Lakeland District Council, Cumbria County Council and Lancashire County Council with minimal impact on customers

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23.2 Ensure that adequate processes, procedures and staff resources are in place to deliver an efficient development management service across the extended National Park

23.4 Determine at least 65% of minor and 80% of other planning applications within 8 weeks or the time limit agreed with applicant

23.5 Close at least 100 enforcement cases


24.1 Through the Ingleborough Dales Landscape Partnership provide 2 apprenticeships within the Ranger Service at Stone Dykes Barn

24.2 Through the Green Futures Programme, provide 2 apprenticeships within the Ranger Service at the Colvend office and Bruntacres workshop

25. By June 2016, prepare a new Local Plan that sets out how the local planning system will be used positively to seek opportunities for development to help achieve the vision and objectives in the Yorkshire Dales National Park Management Plan.

25.1 Hold and complete the Local Plan examination

25.2 Provide guidance for Members and staff on the policy framework for determining planning applications in the different parts of the boundary extension area

25.3 Adopt the new Local Plan 2015-2030

25.6 Produce an updated ‘Statement of Community Involvement’ setting out how the Authority will consult the public on planning issues

26. Improve the quality, variety and marketing of the tourism ‘offer’ based on the local distinctiveness within the National Park to increase the number of overnight visitors and increase the value of tourism by 20% in real terms by 2020 (compared to 2012).

26.1 Oversee the redesign and content development of our website to take account of the extension area

26.2 Develop a second stage bid to the North Yorkshire & York LEP to fund a tourism co-operation project

26.3 Run 2 ‘promotion development’ workshops for businesses to make better use of ‘dark skies’ and ‘wildlife’

26.4 Publish and distribute 125,000 copies of ‘The Visitor 2017’ as the official guide to the National Park

26.5 Provide secretariat for the Destination Dales group and organise a major forum event for tourism businesses

26.6 Use social media to engage with tourism businesses and provide regular communication and updates through 4 e-newsletters and 2 familiarisation trips

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26.7 Influence the National Park information content of important websites used by visitors to promote the special qualities of the area, and to include information about the extension area

26.8 With Global Tourism Solutions UK, remodel the STEAM database to take account of the extension area

26.9 Produce content and commission images for ‘Ingleborough Dales Rocks’ geology website

26.10 Design and install new information panels on Craven Limeworks Trail

27 Support construction of at least 75 affordable dwellings and 75 ‘local market’ dwellings on sites in accordance with the Housing Development Plan by 2018.

27.2 Undertake a housing land availability study and consider the timetable for strategic housing market assessment with Richmondshire District Council

28 Use the Sustainable Development Fund, New Homes Bonus and other funding sources to support at least 15 new projects each year that bring economic, social and environmental benefits to the National Park.

28.1 Expand the Sustainable Development Fund to include the boundary extension area, and promote the availability of the Fund to local communities

28.2 Fund at least 15 local projects that bring economic, social and environmental benefits

28.3 Use the New Homes Bonus to fund at least 1 project that supports community development in Craven District

28.4 Work with the electricity distribution companies to finalise design of priority ‘undergrounding' schemes so that they are ready to proceed to wayleaves and construction

29 Plan and manage all aspects of the National Park Authority’s business to make the most effective use of our resources and develop our capacity for income generation to maintain our annual income at £5.35 million.

29.1 Revise the budget for 2016/17 in the light of the Defra grant settlement and the boundary extension

29.2 Revise the Reserves Strategy

29.3 Prepare the Medium Term Financial Strategy / Three Year Budget for 2017/18 to 2019/20

29.4 Review the Property Strategy in light of the expansion of the National Park

29.5 Undertake a fundamental reappraisal of the IT Strategy, to take advantage of technological advances and ensure that a robust IT service can

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be extended to support officers who are based in the North and West of the National Park

29.6 Re-contract cash investment and insurance advice with North Yorkshire County Council

29.7 Re-contract the cash collection

29.8 Re-contract the cleaning at our main offices

29.9 Survey the condition of toilets at: Stainforth; Malham, including the National Park Centre; Yoredale; Grassington offices and National Park Centre

29.12 Review the options for replacing the car park ticket machines and identify a preferred solution

29.14 Refurbish the toilets at Clapham and Hawes

30 Provide high quality, efficient and effective services and communications to the public and, in doing so, maintain the ‘Customer Service Excellence’ (CSE) standard every year.

30.1 Retain the CSE standard following the annual re-accreditation process

30.2 Publish and distribute two editions of the ‘Dales’ newspaper to all properties in the National Park

30.3 Review the People Management Strategy to ensure that it supports the Authority’s vision for the expanded National Park

30.4 Ensure the Authority maintains Investors in People status, as evidenced by an accreditation ‘health check’

30.5 Develop the website to improve user experience and increase users by 5% compared to 2015/16, to 327,000

30.6 Develop social media activity to promote the National Park and the work of the Authority, ensuring that we achieve top quartile status for social media reach amongst national park authorities

30.7 Support the re-organisation of the Authority and ensure correct processes are followed for recruitment, induction and training activities for new officers

30.8 Review personnel policies in line with the Authority’s People Management Strategy

31 Operate corporate governance and financial arrangements that are fit for purpose, as evidenced through the Annual Governance Statement, the Annual Governance Report, and an unqualified audit opinion.

31.1 Produce an Annual Governance Statement

31.2 Ensure that new Authority Members receive appropriate training and induction

31.3 Consider how best to implement Parish Forums in light of the boundary extension

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31.4 Produce an Annual Governance Report, to include a review of the Local Code of Governance

31.5 Produce the Annual Equality Report

31.6 Review the National Park Authority’s Procurement Strategy and associated procurement instructions

31.7 Identify and establish a practical approach for reporting and monitoring income generation

31.9 In collaboration with Parish Councils, hold 4 parish forum meetings on issues of joint interest, and provide regular information updates on the website

32 Ensure a robust and transparent Performance Management Framework is in place and is driving improvement, so that at least 75% of the National Park Authority’s objectives are achieved or remain ‘on course’ each year.

32.1 Publish the Corporate Plan 2016/19

32.2 Produce a detailed action plan to deliver the Authority’s objectives in 2016/17

32.3 Agree a shared action plan for 2016-17 with the Yorkshire Dales Millennium Trust

32.4 Publish an Annual Report on the Authority’s performance in 2015/16

32.5 Carry out a light-touch review of the National Park Authority’s priorities for 2017/18

32.6 Monitor performance throughout the year including 6 month progress reports

33 By April 2017, ensure that the National Park Authority has the systems and processes in place to begin implementation of a programme of work which will support National Park purposes in the new extension area.

33.1 Renew membership of all National Park Authority committees

33.2 Implement an ‘induction programme’ to familiarise staff and Members with the extension area

33.3 Explore options for a physical presence in the extension area

33.4 Review and re-organise the staffing establishment arrangements to ensure the National Park Authority can meet its obligations in the boundary extension area

34 In partnership with key organisations and in consultation with local communities, update the National Park Management Plan (NPMP) by 2018 to take into account the needs and opportunities of the extended National Park.

34.1 Publish the NPMP Steering Group’s Annual Report

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34.2 Identify any gaps in the data needed to monitor the ‘State of the Park’ in the boundary extension area and draw up a programme to fill them

34.3 Agree the process for updating the National Park Management Plan

34.4 Revise the membership of the NPMP Steering Group in light of the boundary extension

34.5 Begin engagement with communities in the boundary extension area to inform the update of the NPMP

34.6 Complete a performance review of the programme to develop and monitor the National Park Management Plan

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Annex E


1.6 Work with partners to develop and submit bids to North Yorkshire Local Enterprise Partnership and/or to Yorkshire Dales LEADER to extend the Dales & Moors Farm Innovation Project to the rest of the National Park and to secure funding for farm business investment (p)

Cancelled1

1.7 Through the NUCLNP, and in partnership with the Foundation for Common Land, set up the Hill Farming Training Project (p)

Postponed2


2.1 Launch the Wensleydale Strategy with local partners Postponed3


3.3 Support the local community to appraise Downholme village as a potential Conservation Area Postponed4

3.7 Set targets for reducing the number of scheduled monuments and listed buildings in the new area of the National Park Postponed5

1 LEADER had been re designed by Defra and not opened to applications until later on in the financial year with a set suite of grant funding options to choose from, none of which allowed for the continued

funding/development of the Dales and Moors Farm Innovation Project. 2 Delayed while the Foundation for Common Land applied for further funding – This was successful in January 2017 and work is now progressing on the project.

3 Took longer than expected to launch the document. The strategy will be finalised in May for publication in June.

4 Delayed from last year. Now moved back into this years action plan with progress being made on the appraisal.

5 Just starting to get data back from last years condition surveys. Should be able to set a target by the end of this year.

2016/17 – Actions not achieved

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5.3 Extend the Historic England-funded farmstead characterisation project to cover the boundary extension area Postponed6

5.4 Through the Ingleborough Dales Landscape Partnership, secure restoration of 2 traditional farm buildings Postponed7


6.2 Work with the Communications team to complete the graphics and images to enable publication of the Design Guide Postponed8


7.5 Clear the backlog of existing HER records Postponed9


8.1 Establish with NYCC a 3 year maintenance programme for 30 significant bridges in the Park (p) Cancelled10

8.6 Maintain at 98% the number of places where a right of way is signposted from a metalled road Postponed11

8.8 Repair stiles and gates in areas highlighted through the parish path surveys so that 94% remain in condition 1 Postponed11

8.13 Review the number, location, use and maintenance of people counters in the National Park Postponed12

8.16 Install boundary signs to delineate the new National Park area Postponed13

6 Project has overrun (in time not cost) expect to finish during 2017.

7 We provided YDMT with specifications for the restoration of 12 barns in the IDLP project area so they could implement the actual restoration works. YDMT now hope to undertake the work in 2017/18.

8 Delayed by additional workload arising from the increase in the number of planning applications

9 Temporary part-time project officer post was filled as part of the re-organisation. Project will now take 2 years to complete.

10 Reduced resources to deal with establishing a maintenance programme at NYCC. Ongoing negotiations with PRoW Section NYCC.

11 Redirection of resources to additional flood damage works and staff vacancy.

12 Delayed by re-organisation and change of staff.

13 Delays in receiving approval for roadside boundary signs from Department for Transport and Cumbria County Council.

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9.1 Undertake an audit and identify existing sites in the extension area offering ‘miles without stiles’ and publicise 4 routes on our website

Postponed14

9.2 Identify four short walks in the extension area and publicise on our website Postponed15


11.3 Undertake the legal work to divert a bridleway to establish the Swale Trail Postponed16


12.5 Provide 2 corporate day opportunities for volunteers from the private sector Postponed17

12.8 Identify and establish opportunities for volunteering with the National Park Authority in the extension area Postponed18

17. Support farmers and landowners to get 85% of the area covered by priority habitats into ‘good condition’ by 2016. 17.3 Review the Biodiversity Action Plan and produce an updated Trends and Status Report Postponed19

19. Support farmers and landowners to create at least 400 hectares of new native woodland (NNW) by 2020, to strengthen habitat networks, increase carbon storage and help to reduce flooding.

19.1 With funding from YDMT, plant 850m of woodland/hedgerow to support the expansion of the Dormice population in mid-Wensleydale

Postponed20

14

Timescale was too ambitious. 15

3 walks on website. Final one by June 2017. 16

In progress. Completion expected June 2017. 17

One corporate day provided. 18

Work in progress. Delayed by delegation scheme implementation. 19

Waiting for data from other organisations. Should be completed by June 2017. 20

Postponed pending the appointment of a woodland project officer (June 2017).

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19.2 Develop the Dormouse Project into a wider project involving local community participation and small-scale ‘green woodwork’ economic opportunities

Postponed20

19.3 Work with YDMT and the Forestry Commission to support the planting of 50ha of new native woodland, including 5ha as part of the Ingleborough Dales Landscape Partnership

Postponed21

19.4 Establish the scale of the opportunities for woodland creation within the boundary extension area Postponed22


20.2 Prepare at least 5 Woodland Management Plans for Forestry Commission grant applications Postponed23


24.3 Appoint a further 4 apprentices across the Authority, making 7 in total Postponed24

25. By June 2016, prepare a new Local Plan that sets out how the local planning system will be used positively to seek opportunities for development to help achieve the vision and objectives in the Yorkshire Dales National Park Management Plan.

25.4 Set up a brownfield land and small sites register Postponed25

25.5 Grant ‘permission in principle’ for allocated housing sites Postponed25

27 Support construction of at least 75 affordable dwellings and 75 ‘local market’ dwellings on sites in accordance with the Housing Development Plan by 2018.

27.1 Establish an indicative target for new dwellings in the boundary extension area, based on the existing Local Plans Postponed26

27.3 Work with District Councils and housing providers to meet the new Local Plan target of 55 new dwellings in the existing National Park area

Postponed27

21

48 ha planted but none of the 5ha planned for the IDLP. Will make up the shortfall in 2017/18. 22

As there was already a significant amount of woodland creation in progress in the new area of the National Park, consideration of further opportunities for planting will be assessed in 2017/18. 23

4 woodland management plans were prepared. 24

Appointment process underway, delay caused by difficulty in identifying suitable qualification frameworks. 25

Dependent on national changes to legislation and policy, which were delayed. 26

Final calculation delayed pending completion of Examination stage of Eden District Council’s new Local Plan. 27

39 dwellings completed during the year. Attempts are being made to promote Local Plan allocated sites and other land with existing consent. In terms of context, all five constituent district councils have also missed their development plan housing targets, which points to wider weaknesses in the sub regional housing market.

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27.4 Hold an event to raise awareness of the new housing policies in the adopted Local Plan Cancelled28

29 Plan and manage all aspects of the National Park Authority’s business to make the most effective use of our resources and develop our capacity for income generation to maintain our annual income at £5.35 million.

29.10 Identify the optimum future use for the cottage building at Colvend, and implement a plan to deliver that Postponed29

29.11 Procure a new phone system and roll this out across the Authority’s premises Postponed30

29.13 Seek to dispose of recreational properties, in line with Authority’s recommendations in December 2013 (p) Postponed31

31 Operate corporate governance and financial arrangements that are fit for purpose, as evidenced through the Annual Governance Statement, the Annual Governance Report, and an unqualified audit opinion.

31.8 Bring forward arrangements to meet the foreshortened annual financial reporting deadline for 2016/17 Cancelled32

28

This will now take place in the form of a promotional brochure direct to local builders and agents before July 2017. 29

Future use identified, but implementation postponed until 2017/18; Other additional workload, including DCM security project and Orton premises, took priority. 30

Other additional workload, including Orton Premises and early roll-out of desktop equipment refresh, took priority; postponed until 2017/18. 31

Partially achieved (sale of Crookrise Crag); other disposals are underway, but had not been completed by March 2017. 32

Accounting timetable now relates to 2017/18; same action will be included in 2017/18 Plan, for completion by March 2018.

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ITEM 9

Committee: AUDIT AND REVIEW Date: 11 July 2017 Report: INCOME GENERATION STRATEGY: PERFORMANCE REVIEW

Purpose of the report 1. To establish a small member led group to examine the implementation of the

Authority’s Income Generation Strategy 2016-18; and to set out the timetable and Terms of Reference.

RECOMENDATION 2. That Members approve the establishment of a small task and finish group to examine

the implementation of the Authority’s Income Generation Strategy 2016-18 and produce recommendations to help frame the revised strategy 2018-20.

Strategic Planning Framework 3. The information and recommendation(s) contained in this report are consistent with the

Authority’s statutory purposes and its approved strategic planning framework:

• Corporate Plan objective Plan and manage all aspects of the Authority’s business to make the most effective use of our resources and develop our capacity for income generation to maintain our annual income at £6.6 million.

Background 4. At the last meeting of the Audit and Review committee in April 2017, it was resolved

that a performance review of income generation should be undertaken. This paper sets out the remit of that review.

5. The Authority’s income generation strategy was adopted in March 2015. The strategy

is attached as Appendix A.

6. The document was a bold statement of intent from the Authority that, in spite of significant cuts to central government grants, the Authority should seek to maintain its overall budget spending at the 2014-15 levels - £5,354k. Note: this was revised

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upwards in Sept 2016, due to the additional grant received as a consequence of the boundary extension, to £6,620k.

7. In addition the Authority stated its ambition to change the proportion of grant received

from Government, as apposed to that generated from our own sources, to 60/40% by 2020. The figure in 2014-15 was 77/23%

8. In order to implement the new strategy it was recognised that a cultural shift was

required across the Authority in our approach to income generation. Members recognised that income could come from many sources and, in the first instance, highlighted the areas of grants and sponsorship as those which required particular attention. However, it was recognised that income from: trusts and foundations; trading; charging for services; asset realisation and rental; legacies and donations would also contribute to the shift in emphasis.

Membership

9. Performance review teams are generally led by a member from the Audit and Review committee and the Member champion for the area of work involved. In this case because of the obvious financial interest in the subject from the finance and resources committee it is suggested that the membership of the review team is as follows: -

• Steve Macare – Audit & Review committee member and Member Champion for Corporate Management

• Carl Lis – Finance & Resources member and Chairman of the Authority

• Gary Smith: Director of Conservation & Community

• Richard Burnett: Director of Corporate Services

• Julie Payne: Committees Officer

Timetable

10. It is anticipated that a revised income generation strategy can be approved by the full national park authority to run for the period 2018-2020. In order to meet this timetable the review team would need to carry out its work and produce a report for the Audit & Review committee in November 2017 with the final report and revised strategy going to the full Authority meeting in March 2018.

Issues for consideration 11. Since 2011, these Member-led performance reviews have focused on delivering

efficiency savings. This emphasis on the need to consider value for money, either by reducing costs while retaining quality or getting more from the resources available, is a theme within the current ‘Framework for Reporting Performance Reviews’ (attached as appendix B). This sets out the core questions that need to be considered by such reviews.

12. The review group will itself have a number of ideas for those areas that it needs to look at but there are a number where ‘performance’ needs to be examined. These are in no particular order: -

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• The achievement of the overall income objective

• The achievement of the 2 priority income areas versus the other income areas

• The success of the cultural shift within the organisation

• The YDNPA’s performance versus other National Park Authorities An initial review on the performance of National Parks Partnership

13. In relation to this last point, members may remember that the YDNPA was one of 15

NPAs in the UK that established the ‘National Parks Partnership’. This is a separate body specifically established to generate national and international sponsorship for NPAs. Its work is still at a relatively early stage but a report back on progress would be helpful. It is anticipated that this report will highlight the progress of the organisation compared to what was originally envisaged when the NPAs signed up to membership.

Conclusion 14. Income generation remains a key area of activity to allow the Authority to realise its

aims and objectives. The uncertainties around the public finances means this is likely to remain the case for the foreseeable future. A challenging but realistic approach to income generation is important to provide the Authority with the direction and purpose to achieve its aims.

David Butterworth Chief Executive 19 June 2017

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Appendix A

Yorkshire Dales National Park Authority Income Generation strategy 2015-18

1. What is this strategy for? As a National Park Authority we have a clear Vision of what we want to achieve over the next three years. This is set out in the objectives of the Yorkshire Dales National Park Management Plan. Historically, the funding to deliver these objectives has come mainly in the form of our Core Grant from Government. However, recent years have seen significant reductions in this Core Grant. We are now in a position where we either: cut our objectives and work programmes in line with the new financial realities; or, we change the way we operate — putting a greater emphasis on finding and using other (‘external’) sources of funding to deliver our objectives. The Authority has decided to adopt the latter approach, and this strategy sets out the means by which this change will be delivered. The focus here is on the next three years but this is not a time-limited activity. For the NPA to achieve the purposes which it has been tasked with by Parliament, the organisation needs to change the way it works and the way it resources its work - permanently. 2. Where are we now? Where do we need to be? The Authority’s budget for 2014/15 was £5,354k. Income from Core Grant was £4,142 (77%). The Core Grant has been cut progressively during the current parliament, and by 2016/17 it will have fallen in value by 40% in real terms. The chart below shows our current mix of income sources

The Authority’s objective is that by 2017/18 our overall budget spending will be maintained at the 2014/15 level of £5,354k.

Defra grant ,

4142, 77%

Other

income ,

1212, 23%

Sources of income for 2014/15 (000's)

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Appendix A

3. Assumptions of changes to Core Grant In order for this strategy to be relevant and useful we need to make some assumptions as to what might happen to Core Grant over the next 3 years. All the messages currently coming out of Government are that the public finances will remain in a perilous state. Consequently, the assumption we are making is that Core Grant will continue to fall in line with the trajectory of cuts since 2010 (i.e. 5.7% per annum). By 2017/18 this would reduce our Core Grant to £3,620k (68%). In order to maintain our spending at 2014/15 levels income from other sources will need to have grown to £1,734k (32%). In other words, an increase of £522k over the current annual level. This takes us well on our way to achieving our ambition of a 60/40% grant/income ratio by 2020. Should we achieve our funding objective, it will still be a cut in real terms compared to 2014/15 because of the impacts of inflation over the three years.

We recognise that there are a number of assumptions in the scenario set out above and that things can change quickly – politically and financially. It will be important and necessary to review progress against our ambition annually, taking account of political/financial changes. This will be reported to the Authority as part of the budget submission. 4. Does it matter what type of income we generate?

The short answer is yes. Although the delivery of the NPMP objectives is paramount to this strategy, securing ‘unrestricted’ income (as opposed to income that can only be spent on specific activity) is going to be increasingly important as our Core Grant shrinks. Projects that deliver our objectives and contribute to supporting our existing staff costs and running costs will be increasingly important to our survival. This reality is part of the cultural shift that has to take place in the NPA.

Defra grant ,

£3,620 (68%)

Other income ,

£1,734 (32%)

Sources of income for 2017/18 (000's) with continued

cuts in DEFRA grant

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Appendix A

5. Where will the income come from? The SWOT analysis at Appendix A provides a snapshot of where we think we currently are in relation to our organisational capacity for income generation. Drawing on this analysis, the table below provides a summary of where we will focus our efforts, working through different sources of income that could be available to us. Table 1 shows eight areas of income generation that are open to the NPA with a judgement on where the NPA should concentrate it’s capacity, and a further judgement on the potential new income that might result. Table 1. Approaches to income generation

Income Source – PUBLIC

What have we done so far? What are we going to do? Grants £££

We have experience of securing grants (Heritage Lottery Fund, Local Enterprise Partnership) but need to step this up to include a wider range and improve our understanding of what we are eligible for.

We will put more effort into securing grants to fund projects that will help us to achieve our objectives. This will mean a move away from work programmes that recur year on year to a shorter-term, more project-based approach. We will implement a rolling plan of significant projects to seek grant funding for each year. (The current list of projects that we want to develop over the next 3 years is at Appendix B.)

Trusts and Foundations ££

This is an area where we have limited experience.

There are some limits to the extent we can access funds from Trusts and Foundations as we’re not a registered charity. Where appropriate opportunities exist we will explore them and/or consider partnering with relevant charities.

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Appendix A

Income source – COMMERCIAL

What have we done so far? What are we going to do? Trading activity £

Opportunities are currently focused on our Retail offer – online and through the National Park Centres, as well as through the café’ at Aysgarth National Park Centre. We have undertaken some initial work to improve the layout/display of the National Park Centre shops, and are also trialling an eBay shop for online sales.

At the moment our Retail offer targets visitors using our Car Parks / accessing the National Park Centres for information. We’ve also recently agreed to examine the establishment of a café franchise at the Dales Countryside Museum.

Charging for services £

We have undertaken an initial review of opportunities and have, for example, introduced charges for pre-application planning advice. We also charge for providing advice on film locations, and have provided legal services to another NPA

We need to regularly review these opportunities and consider other service areas that we could charge for – e.g. technical information related to the historic environment, wildlife conservation and planning issues.

Asset Realisation / rental £

We have completed a review of the Authority’s landholdings and agreed a programme to seek to dispose of some small plots of land

In the longer term, we will regularly review our mix of office space on two sites in the National Park. We also need to follow up on a number of proposals relating to generating more income from our assets – Car Parks, Dales Countryside Museum etc.

Income Source – CHARITABLE

What have we done so far? What are we going to do? Legacies ££

We have received two legacies over the past few years. We haven’t done any work to seek or promote this kind of giving.

Establishing a successful legacies scheme would require long-term investment (staff time) and is more suited to charities eg YDMT. However, we will be open to opportunities and the potential for partnerships in legacy fundraising with established charities.

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Appendix A

Income Source – CHARITABLE

What have we done so far? What are we going to do? Donations £

We have done some work to raise funds for the 3 Peaks project through donations, but have not pursued a general ‘ask’ for donations, or had a high profile campaign to donate to the work of the National Park Authority.

We don’t plan to introduce a general donations scheme: this would be time consuming and would duplicate the work of other partners. Where a programme or project offers a viable opportunity for donations, we will develop that as an integral part of that project, and may seek to involve partners with greater experience to help us to do this. We will also look at whether the donations schemes run by other charitable trusts could be enhanced by exposure to our brand and breadth of work, provided that this earns a return for the Authority.

Sponsorship £££

We have tried to establish relationships with outdoor clothing retailers to sponsor the 3 peaks project. We’re still in talks with one of them but haven’t secured any substantial sponsorship to date. We also have a ‘friends of the 3 Peaks’ scheme, which local businesses sign up to for an annual fee. Nationally, we have been successful in a partnership alongside the UK National Park family, with Airwick.

We are developing a general sponsorship ‘offer’ setting out the Authority’s track record and opportunities for sponsorship. We need to develop this further and tailor it to specific sponsors and projects. Our starting point should be the projects that we have highlighted for development in 2015/16. A national company is being established to bring additional sponsorship funding to the 15 UK NPs.

= Staff Capacity £ = Possible income

6. Organisational Change External Engagement The National Park Authority’s increased emphasis on sourcing and using external funding to deliver its objectives represents a major organisational change for the Authority. We need to ensure that the issue is well recognised outside the organisation so that other organisations / the general public are well briefed on our situation. At the same time we can’t do this work in isolation and are committed to working with others to achieve our aims. We will:

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Appendix A

• Take every opportunity to ensure our communications highlight the fact that we are no longer a fully DEFRA grant funded organisation but are reliant on other sources of external funding

• Be open to, and explore opportunities for, working with other organisations / individuals to further our income generation aims

• Constantly look for opportunities to learn from others in relation to income generation and share this learning in our own organisation

Internal Engagement Opportunities for income generation exist across the whole range of our work, albeit at different levels. Individuals are best placed to spot the opportunities in their particular field. We need to engage the whole of the Authority (Members, officers and volunteers): the scale of our ambition means that we need everyone to contribute in different ways. To achieve this engagement, we will:

• lead by example (with the Members and the Senior Officers at the forefront);

• Build income generation into our continuous cycle of business planning

• promote a ‘can do’ attitude;

• use our existing structures to reinforce messages and support an ongoing dialogue;

• tell people how we are doing in achieving our targets: recognising and celebrating the contributions that different teams have made;

• take every opportunity to embed the above messages and publicise this Strategy. Capacity building Generating income to support our work will be a ‘fact of life’ for many staff from now on. Time will be made available for officers to deliver this strategy, by prioritising, creating space and building it in to work plans To build capacity for this work, we will:

• offer appropriate training to help with any aspect of income generation from bid-writing to how to approach fund-raisers, to attending funding conferences;

• audit the expertise of Members, Officers and Volunteers, to identify skills and knowledge which may be outside their ‘day job’ but which might be useful when following up on opportunities encourage cross-directorate working, by creating teams to work together on income generation projects

• use the annual corporate planning process to identify the new income-generating activity that we will focus on each year, and to manage the workload of individual officers;

• investigate the role that Volunteers might be able to play in helping to generate income for Authority projects.

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Appendix A

Income generation SWOT analysis Strengths

• Clear organisational strategy and direction

• Stable organisation and culture

• Good working relationships within Authority: relatively high morale; officer commitment to Park.

• Technical skills and knowledge

• Contacts, and working in partnership

• Communication and Presentation skills

• History of Project Management

• Individual successes in securing bids, and a growing ownership amongst staff of this agenda

• English National Parks network

• Strong evidence base, and huge bank of detailed information / surveys / data etc. describing the Park

• Large ‘delivery’ presence (National Park Centres, Museum, Rangers)

• Strong Brand

• Opportunities Fund, as source of match funding

Weaknesses

• No organisational culture of fundraising – ‘it’s not my job’

• Work-force in place for relatively long time: used to “that’s the way it is”; historical ‘baggage’

• Two offices: communication challenge

• Recognition as a ‘legitimate’ fundraising organisation?

• Proactiveness in looking for funding

• Skills in approaching sponsors / funders

• Too slow to respond to opportunities

• Cross-organisational approach to fundraising underdeveloped (e.g. ‘multi-activity’ bids)

• Limited capacity for fundraising activity

• Conflict between ‘public sector services’ and ‘commercial’ approaches

• Lack of focus on income generating: ‘scatter gun’ effect

• Risk-averse

• Tendency to be over-bureaucratic Opportunities

• Media focus on Yorkshire and the Yorkshire Dales especially post TdF

• Huge public affection for the Dales

• E-audience: web and social media followers

• Biodiversity offsetting, companies social responsibility and what we can offer

• Providing information / experiences ‘money can’t buy’

• Large number of officers with unique knowledge of the area – right down to very local levels

• Untapped personal skills of officers

• Officer development potential, to ‘own’ a project and take it forward

• Different delivery models (e.g. using short term contracts for new projects, rather than permanent staff)

• Working with other National Park Authorities gives a much broader ‘offer’

• Untapped Member and Volunteer resources

• Relationship with Friends of Dales Countryside Museum charity

• Boundary extension

• Potential to access new and untested funding sources

Threats

• More government cuts, reducing our capacity still further

• Reorganisation, leading to loss of momentum

• Legal constraints on what we can do

• Inability to maximize benefits from partnerships (e.g. the LEP)

• Moving away from core purposes because that’s where funding is

• Internal friction, different parts of the Authority moving into income generation at different speeds and momentums

• Competitors, including registered charities

• Boundary extension: if approved, could lead to loss of focus on fundraising

• Fatigue: objective is a continually moving target

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X:\Corporate Services\Committees\Committees Working Documents\Committee Reports Draft\2017\A&R\AR11Jul17IncomeGenerationStrategy-PerformanceReview.docx

Proposed projects for development 2015-2018 In 2015/16:

Cycling

Parish Wildlife

Swaledale Barns

Wensleydale project

Woodfuel In 2016/17:

Barns re-use

Consultancy services

‘Down the Mine’ – industrial heritage

Farm business advice

National Trails development

Orton Fells/Howgills Landscape In 2017/18:

‘Bainbridge Get Digging’ – community archaeology / excavation

Dales and Rivers for the future (LIFE bid)

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Appendix B

X:\Corporate Services\Committees\Committees Working Documents\Committee Reports Draft\2017\A&R\AR11Jul17IncomeGenerationStrategy-PerformanceReview.docx

FRAMEWORK FOR REPORTING PERFORMANCE REVIEWS 1. The issues

a) What are the specific performance/cost issues that the review has been set up to tackle?

b) Why do the issues matter?

2. Current performance

a) How is the service currently being delivered?

b) What are we supposed to be achieving (i.e. what are our current objectives, targets, standards etc)?

c) What are we actually achieving?

d) How much is it costing? 3. The evaluation

a) How do our current costs and performance compare to other bodies (NPAs and/or other bodies providing the same type of service)?

b) Are the current objectives realistic given the current priority of the programme and any funding decisions already taken?

c) What are the potential options for alternative ways of delivering the service to improve value for money - given the current priority of the programme and any funding decisions already taken?

d) Are there any other options (e.g. ending the service, reducing quality etc)? 4. Future action

a) Recommended action plan

b) Future funding/resourcing implications

c) Timetable for implementation

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ITEM 10

Committee: AUDIT AND REVIEW Date: 11 July 2017

Report: TREASURY MANAGEMENT PERFORMANCE; 2016/17

Purpose of report 1. To present the annual report on Treasury Management Performance for 2016/17 and the compliance with Prudential Indicators. RECOMMENDATION 2. That Members note the report. Strategic Planning Framework 3. The information and recommendation contained in this report are consistent with the Authority’s statutory purposes and its approved strategic planning framework, and in particular the following Financial Regulations:

Paragraph 13.3.2: “The Authority will receive reports on the Treasury Management policies, practices and activities including, as a minimum, an Annual Strategy report in advance of the year, a mid-year review and an annual report after 31 March” Paragraph 13.3.4 “The Authority nominates the Audit and Review Committee to be responsible for ensuring effective scrutiny of the Treasury Management strategies, policies and day to day activities”

Background 4. The Treasury Management function is concerned with:

(a) the lending and borrowing of money (and the earning of interest on working capital), and (b) the long term funding of the Authority’s capital programme.

5. Treasury Management in this context is defined as "the management of the Authority’s investments and cash flows, its banking, money market and capital market transactions; the effective control of the risks associated with those activities; and the pursuit of optimum performance consistent with those risks". 6. This report has been prepared in the context of the Annual Treasury Management Strategy for 2016/17 approved by the Authority on 22 March 2016.

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Treasury Management Strategy 2016/17 7. Under the contractual arrangements with North Yorkshire County Council (NYCC) for the investment of cash balances the Authority adopts the investment strategy approved by NYCC; this strategy is risk averse, seeking to ensure as far as possible that funds are not lost and that cash remains available as working capital, ahead of achieving investment returns. The net return achieved by this arrangement is monitored by the Treasurer. 8. The projection for interest rates within the Annual Treasury Management Strategy for 2016/17 was for them to stay at 0.5% throughout the year. This projection has proven correct. Borrowing Outturn for 2016/17 9. The Authority did not have any external loans in place and had no requirement to borrow in order to fund capital expenditure. Investment Outturn for 2016/17 10. The Cash Investment contract with NYCC covers the day to day investment requirements of the Authority. Any surplus cash is merged with that of other members of this investment pool to secure better overall returns in the money market. In addition if the Authority were to have an overnight deficit on its account then the ‘overdraft’ rate this arrangement could offer is cheaper than that available through the Authority’s own banking facility; there was no overdraft requirement in 2016/17. 11. This investment arrangement is advantageous to the Authority as day to day balances on the bank account can be volatile and unpredictable and are relatively small in terms of the levels of money market dealings. Interest is paid out at the same overall average rate as earned by NYCC on the total pooled investment. Any loss incurred by NYCC as a result of default by a bank / building society counterparty would be apportioned across the investing authorities (including the Authority) in proportion to the total cash invested at the time of default. 12. NYCC manages its cash investments in-house (including those of the Authority) and only invests with the organisations specified in its Approved Lending List. The only financial investments made by NYCC on behalf of the Authority were the placing of surplus funds on the money market for periods up to one year. For the Authority the results of these investments were as in the following table. No institutions in which investments were made had any difficulty in repaying investments and interest in full during the year.

2015/16 2016/17

Average daily balance during the year £2,711k £3,163

Interest Earned £17.5k £18.4

Average Rate achieved 0.64% 0.58%

13. The average rate achieved for the Authority of 0.58% exceeded the base bank rate of 0.5% (by 0.08%).

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Compliance with Treasury Limits and Prudential Indicators 14. The Local Government Act 2003 requires the Authority to “have regard” to CIPFA’s Prudential Code and to set Prudential Indicators for the next three years to ensure that capital investment plans are affordable, prudent and sustainable. The Prudential Indicators covering the three-year period up to 31 March 2019 were approved by the Authority on 22 March 2016, and throughout 2016/17 the Authority operated within these Treasury Limits and Prudential Indicators. Richard Burnett Treasurer 19 June 2017

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