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					        SOUTHERN PENNINES


RURAL REGENERATION COMPANY LIMITED



        Business Plan 2009 - 13

             March 2009
1           INTRODUCTION


1.1         The Southern Pennines are a distinctive rural/semi-rural geographical area with a
            diverse economic base in the North of England. The concept of a designated
            landscape area for the South (Industrial) Pennines was expressed as long ago as
            1945 in the Dower and Hobhouse reports which preceded the 1949 National Parks
            and Access to the Countryside Act. It remains the only area proposed in the report
            to have never received any official landscape designation. However, in recognition
            of the historical and visual importance of landscape to local residents and visitors,
            the communities of the South Pennines came together in the early1970s to form the
            Pennine Park Association This first example of bottom up rather than top-down
            approach to landscape management led to the creation of the Standing Conference
            of South Pennine Authorities (SCOSPA) at the time of local government re-
            organisation in 1974.

1.2         In 1998 the cultural geographical, ecological and landscape distinctiveness was
            reflected in the former Countryside Agency’s landscape character assessment
            (Character Area 36) covering an extended area to include the West Pennine Moors.
            In addition, the area was contiguous with English Nature’s Natural Area. This was
            followed in 2001 by the production of the Heritage Strategy (and subsequent Action
            Plan) for the Southern Pennines, funded by the Heritage Lottery Fund.

1.3         In 2004 the SCOSPA members decided that a dedicated Rural Regeneration
            Company would be better placed to address the economic, social and
            environmental regeneration needs of the Southern Pennines. (see Appendix 1). The
            Company offers a legal status and structure recognised by UK and EU funding
            bodies, is open to wider (ie. non Local Authority) membership and ownership, and
            can respond more readily to opportunities for action. It currently comprises the
            following member organisations from the public, private and voluntary sectors:


                  Bradford Metropolitan District Council              National Trust
                  Calderdale Metropolitan Borough Council             South Pennines Association
                  Kirklees Metropolitan Council                       Pennine Heritage
                  Lancashire County Council                           United Utilities plc
                  Oldham Metropolitan Borough Council                 Yorkshire Water
                  Rochdale Metropolitan Borough Council               Northern Rail
                  Rossendale Borough Council                          Natural England
                                                                       Environment Agency



1.4          The area covered by Pennine Prospects covers 1098sq. km and includes parts of
            15 Local Authority Districts (and one County Council), falling within 2 standard
            English regions and 3 recently defined City Regions. Thus, whilst the Southern
            Pennines is a coherent area in terms of landscape character it is administratively
            complex and fragmented. Despite this there has been a history of successful
            coordination in relation to heritage, landscape and wildlife conservation and
            promoting visitor access, under the auspices of SCOSPA and the West Pennine
            Moors Area Management Committee (WPMAMC). Pennine Prospects has begun to
            build upon the successes in this area and to strengthen the links between the
            heritage/environmental agenda and the wider social and economic agendas as they
            impact upon the Southern Pennines, its population of 450,000 people and the 7
            million people who live within one hour’s travel time of the area.

1.5         It is a fundamental objective of Pennine Prospects to promote a shared
            understanding of the role that the Southern Pennines play as an environmental and
            economic asset for the benefit of not only local residents but also the wider city
            regions which the area forms a part of. This involves defining the contribution that
            the area can make to the daily lives and aspirations of the people who not only live
            and work within the Southern Pennine area, but also those who live in the

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            surrounding towns and cities, including the role in planning for climate change. One
            of the main aims of the Regeneration Company is to work with the local authorities
            and other partners to develop the synergies and linkages between urban and rural
            areas within the Trans-Pennine corridor.


2.          Strategic Context


2.1       The formation of the regeneration company occurred at the time of a changing
          strategic context, with a move towards cross border collaboration between groups of
          local authorities and the emergence of city regions and the Northern Way. This
          process has continued, culminating in the Sub National Review (SNR), to which the
          Government’s response was published in November 2008. The new Local
          Democracy, Economic Development and Construction Bill will require top tier local
          authorities and partners to produce an assessment of the economic conditions for
          their area. The guidance also suggests that, where appropriate, local authorities
          should work together in existing groupings such as Multi-area Agreements (MAAs) to
          produce the assessment. Amongst the key principles which should underline the
          economic assessment are:

               Identification of economic linkages, between urban and rural economies and
                between those within the local authority and beyond it
               Consideration of the economic impact of economic development on the
                environment, and how the locality may be affected by the shift towards a low
                carbon economy


2.2       The Southern Pennines are strategically located between the of Leeds, Manchester,
          Sheffield and Central Lancashire, playing a significant role in terms of image and
          cultural identity, tourism and related activities, recreation (with associated health
          gains) and ecological value. The Trans-Pennine focus of the Northern Way, with its
          emphasis upon the Manchester and Leeds City Regions offering the greatest growth
          potential, creates both opportunities and threats in terms of new development
          pressures. This will mean even stronger efforts will be required to coordinate
          economic, social and environmental activity across the area and offer innovative
          solutions to potential conflicts.

2.3        The response to the SNR also builds upon existing sub-regional arrangements by
           allowing for the creation of Economic Prosperity Boards (EPB) which enable groups
           of local authorities to act collectively on economic development across a sub-
           regional area. There is flexibility for the EPB to cover other activities that have an
           impact upon local economies, even if this is indirectly, at the discretion of the
           authorities themselves. Multi-area Agreements are at various stages of preparation
           by groups of local authorities in each of the three City Regions, dealing mainly with
           economic and transport issues arising from the CRDPs. In Manchester rural and
           environmental issues are already incorporated but the latest guidance on the SNR
           suggests that the opportunity exists to influence content elsewhere.




           Sustainable Communities – Joining up the Urban and Rural agendas

2.4       The Southern Pennines consist of a unique mix of urban and rural communities,
          shaped by past economic, social and geographical factors. The 21st century poses
          new challenges for these communities as a consequence of rapid globalisation and
          changing lifestyles. Regional Spatial Strategies (RSS) produced by the Regional
          Assemblies for the North West and Yorkshire and the Humber identify more clearly

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          the future roles of urban centres and their rural hinterlands (including local service
          centres), taking the ambitions of the city regions and Northern Way into account,
          together with latest housing supply and demand forecasts. From 2010 Integrated
          Regional Strategies will be produced by Regional Development Agencies and local
          authorities (through the Leaders’ Board) in consultation with stakeholder groups and
          communities. The new strategies will address sustainable economic growth, housing
          supply and demand and climate change issues.

2.5       At the local authority level new Local Development Frameworks set out future land
          use requirements and policies relating to economy, housing, transport, recreation,
          minerals, energy etc. whilst confirming detailed settlement hierarchies, including rural
          service centres and villages. Regeneration activity supported and promoted by
          Pennine Prospects should support the specific roles of service centres and rural
          communities in accordance with the agreed spatial and community plans at regional,
          sub/city regional and local levels.

2.6       Local Strategic Partnerships (LSP) in each of the local authority districts have
          produced a Sustainable Communities Strategy which sets out the local strategy for
          ensuring the social, economic and environmental well-being of the district and its
          people. Whilst these plans are mainly focussed upon the larger centres of population
          they should also reflect the rural element of the district. Local Area Agreements
          (LAAs) have become the main vehicle through which regeneration activity and
          funding is delivered with freedoms and flexibilities being offered by central
          government in return for delivery of agreed outcomes, based upon a reduced
          number of Key Performance Indicators. Pennine Prospects has a valuable role to
          play in adding value to Sustainable Community Strategies and LAAs by supporting
          projects that promote better urban/rural integration and by sharing best practice in
          regeneration project activity across the Southern Pennine area.



           Climate Change and ‘One Planet Living’

2.7         The issue of climate change has risen up the UK Government’s Sustainable
            Development agenda to become a top priority for Defra, and now, DECC. Natural
            England, the Forestry Commission, and have a key role to play in tackling climate
            change through promoting the sustainable management of land and woodland eg.
            Carbon offsetting and ‘carbon sinks’. The Environment Agency also play a key role
            in relation to flood risk management through river basin catchment management
            plans.

2.8         The Southern Pennines offer an opportunity to demonstrate best practice and test
            new approaches to mitigating and/or adapting to climate change in two mainly urban
            regions where increasing economic activity threatens to exacerbate the problem eg.
            rising traffic levels and congestion, increased air travel, additional housing. The
            Trans-Pennine motorway corridor remains one of the busiest and most congested
            routes within the UK, passing directly through the Southern Pennine Heritage Area,
            with traffic levels forecast to rise further. Additionally, air traffic is forecast to grow
            further with expansion of both Manchester and Leeds-Bradford airports located
            nearby and the area lying within the flight path for many routes. Investment in peat
            moorland restoration and green infrastructure can make an important contribution to
            both climate change adaptation and mitigation.


            Other Key Socio-economic drivers

2.9         Apart from the suite of regional and local strategies, referred to above, other key
            strategies are the regional Rural Development Frameworks (RDFs) and Regional
            Tourism Frameworks (RTFs).


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2.10        RDFs provide the platform for delivering the Government’s priorities for rural
           development in the English regions. These include business support (on and off-
           farm), market towns, sustainable tourism, rural services, transport, affordable
           housing, social inclusion and natural environments. As part of the Modernising Rural
           Delivery (MRD) process, funding for supporting rural communities has transferred
           from the Countryside Agency to RDAs and has been accessed through sub-regional
           partnerships in Yorkshire and the Humber and the North West.

2.11        The Rural Development Programme for England (RDPE) 2007-13 sets out the
           priorities for utilising the European Agricultural Fund for Rural Development (co-
           financed by Defra), with accompanying Regional Implementation Plans prepared by
           RDAs with inputs from the sub-regional level. As a further phase of MRD,
           responsibility for funding socio-economic activity has been transferred from the
           Rural Development Service to RDAs. The aim is to ensure better alignment of rural
           priorities with the Regional Economic Strategies. The LEADER approach provides
           an important funding opportunity to help Pennine Prospects achieve its objectives
           though the delivery of Axis 3 measures concerning heritage and culture, access to
           basic services and village renovation.

2.12        Regional Tourism Frameworks set out priorities for tourism at the regional level with
            specific proposals at sub-regional level contained within the plans of the individual
            Tourism/Destination Management Partnerships. Different approaches have been
            taken in the Yorkshire and Humber and North West regions, but consensus needs
            to be built around the concept of the South Pennines becoming a shared asset
            which requires appropriate marketing and product development through the existing
            brands, such as Pennine Yorkshire.


3.          SWOT Analysis


3.1         An analysis of the Strengths, Opportunities, Weaknesses and Threats arising from
            the above key strategic drivers was undertaken by consultants, Rural Innovations
            (September 2006). This is summarised below, indicating where the main strategic
            opportunities lie (Productivity and Sustainability), together with the threats
            (Investment Priorities and Spatial Strategy). This has helped in positioning the
            Regeneration Company, refining its aims and formulating appropriate action plans.
            However, it is timely to review this in the light of more recent socio-economic
            analysis and changing circumstances



STRENGTHS                                                           WEAKNESSES
Locational Assets:
7 million people within 1 hours drive                               Administrative & Governance:
Proximity to metropolitan zones                                     Complexity
Connector to metropolitan zones                                     Cross border
                                                                    Peripherality
Physical Assets:
Attractive, functional and desirable settlements                    Perception & Communication:
Natural and built heritage                                          Limited cohesive socio-economic evidence base
Space                                                               Existence limited to ‘landscape and heritage’ function /
Property stock                                                      agenda
Canals                                                              Limited broader use or understanding of South
                                                                    Pennines
Human Assets:
Skills and enterprise (?)                                           Cultural & Functional:
Entrepreneurship (?)                                                Substantial range and scale of socio-economic function
                                                                    Limited and poorly defined ‘outputs’ (productivity,
                                                                    sustainability)
                                                                    Massive diversity of neighbouring influences
                                                                    Limited accessibility to, and impact on, core urban
                                                                    populations


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OPPORTUNITIES                                                       THREATS

Productivity                                                        Investment Priorities
Improved awareness of the value proposition of rural                City Region approach marginalises individual local
areas and settlements to City Regions                               authorities
Service centres (of all sizes) as focus for investment              Strong focus on regional cities and main towns, (then
Increasing rural & urban integration via improved                   sub-regional centres) as the focus for investment
connectivity                                                        Risk of direct and disproportionate competition for
Strong asset base (physical & human) to support value               young people, retail, leisure and cultural economy
added activity                                                      Focus on increased productivity marginalises land
Role of green infrastructure in improved economic                   based enterprise and rural tourism
performance
                                                                    Spatial Strategy / Settlement Hierachy:
Sustainability:                                                     Focus on urban centres prejudices the sustainability of
Value of natural and build heritage increasingly                    smaller rural settlements
understood                                                          Investment in infrastructure is restricted to the
Commitment to the importance of maintaining the                     ‘accessible’ rural areas
functionality (housing, employment, service, leisure &              Increased access threatens fragile biodiversity, natural
culture) of rural communities                                       and built heritage
Further public sector investment in diversifying the land
based sector and rural tourism




4.          Aims and Objectives of Pennine Prospects


4.1         The overall aim of the company is to:

                Create a positive image and sustainable future for the Southern Pennines
                through forward thinking and innovative actions, focused upon its
                landscapes, habitats and associated communities and based on a strong
                ethos of regeneration through partnership working.



4.2         The core objectives for the Company are to:

                 Provide leadership, strategic integration and partnership co-ordination
                 Support the development and delivery of projects
                 Develop funding initiatives
                 Raise the profile of the Southern Pennines

                  Each of these strategic objectives is considered in turn:


            Providing leadership, strategic integration and partnership co-ordination

4.3         This is a proactive role concerned with networking, enabling, facilitating and
            brokering between organisations/partnerships and their respective strategic
            approaches to regeneration. The priority is to make the links between the strategic
            objectives and the opportunities for joint working, and to move strategic action
            forward. Coordination of activity and projects, particularly (but not exclusively)
            through local authorities, will lead to increased efficiency in delivery. It is concerned
            with adding value to activities that already take place and to facilitate the best
            opportunities to bring project ideas and initiatives together. The company will focus
            on integrating new initiatives and programmes where such activity will help to
            prepare the Southern Pennines for accessing further resources to support rural
            regeneration work.



South Pennines Rural Regeneration Company: Business Plan 16.11.06                                                              6
4.4         Through the provision of expertise and facilitation in project development,
            preparation of project funding applications and other project support functions such
            as establishing robust project monitoring systems, the quality of project
            development and delivery will increase.

4.5        Acting as a co-ordinator, the Regeneration Company employs staff with skills in
           project development that enables it to undertake pre-appraisal reviews of projects to
           ensure that all aspects of project development have been addressed. This provides
           valuable support for organisations that have limited experience of project
           development and management but who have responsibility for such functions. It
           should ensure that projects are efficiently managed and that agreed outcomes are
           achieved

4.6         Specific Objectives are to:

                 Encourage greater partnership working and bring added value by achieving
                  effective cross border delivery

                 Provide best value in terms of effectiveness and efficient use of resources,
                  avoiding waste, duplication and unnecessary bureaucracy

                 Influence, support and deliver relevant regional and national policies and
                  priorities


            Supporting the development and delivery of projects

4.7         The existing Heritage Strategy and Action Plan identifies lead agencies to take
            forward identified projects. This will be kept under review and updated to reflect
            organisations, partnerships and capacity to deliver key priorities. Through its
            strategy integration activities, the Company will identify gaps in coverage of actions
            that will contribute to rural regeneration. When developing projects the company will
            need to observe an important principle in carrying out this task: it will develop the
            expertise and capacity of others to carry out such tasks in the longer term hence
            support offered by the company will relate to establishing initial systems and
            developing the skills of others.

4.8         Project delivery is a potential task for the company but care needs to be taken that it
            is not at the expense of partner organisations which could be better placed to
            deliver a project. Project delivery by the Company will be viewed as a last resort if
            no other organisation is well placed or has the skills to undertake it.

4.9        The Regeneration Company will ensure that the skills for carrying out project
           development and management tasks are developed within the organisations and
           communities that the company works with. This means that the quality can be
           increased both within the projects that the company is directly involved in but also as
           a result of capacity developed within others.

4.10        Specific objectives will be to:

                  Assist the development of a sustainable rural economy supported through new
                   programmes of activity utilising EU and domestic funding regimes, working with
                   the private sector (including farmers and social enterprises) eg. Food supply
                   chain initiatives

                  Develop and support projects that promote sustainable land management
                   across administrative borders eg. catchment sensitive farming




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                  Enhance the image of the area by significantly improving the quality of the
                   environment and green infrastructure, making the Southern Pennines a more
                   sustainable and attractive place in which to live, work, and invest.

                  Identify opportunities to develop the physical and socio-economic linkages
                   between urban and rural areas within the three city regions which contain the
                   Southern Pennines, and promote best practice


            Developing funding initiatives

4.11        The Regeneration Company takes a proactive role in securing additional
            resources to support collaborative and cross border regeneration activity in the
            Southern Pennines through accessing funding sources that can deliver agreed
            project priorities.

4.12        A specific objective will be to secure sufficient funding to deliver the Action Plan
            priorities and to meet the administration costs of operating the company for the next
            5 years.

            Raising the Profile of the South Pennines

4.13        In combination with the above strategic objectives, resources will be allocated to
            promotional material that help to raise the profile of the South Pennines. These will
            raise awareness of the new company and reinforce the importance of this sub
            regional area. RDAs and the new Tourism/Destination Management Partnerships
            will be key partners in terms of ‘place marketing’ and promotion of the area to
            visitors and businesses.

4.14        Specific objectives will be to:

                  Create a sense of collective identity by raising the profile and promoting the
                   significance of the South Pennines at a local, regional, national and
                   international level.

                  Ensure that there is an up-to-date comprehensive and integrated information
                   base about the heritage and wider assets of the Southern Pennines to inform
                   decision making processes.

                  To position the Southern Pennines as a centre of excellence for piloting
                   significant UK and EU initiatives in a ‘metro-rural’ context


4.15        It is important for the Company and its sponsors to recognise that all the identified
            objectives above need to be adequately resourced if the overall aim of the company
            is to be achieved.




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5.          ORGANISATIONAL STRUCTURE
5.1         The status of the Rural Regeneration Company is a company limited by guarantee
            thus giving it the opportunity to apply for and receive funding, by being a legally and
            financially accountable entity in its own right. Full detail of the organisational
            structure is contained within the articles and memorandum of association.

5.2        The organisational structure for the company consists of four main levels (Fig. 2):

                  The Board of Directors

                  The Technical Group

                  The Working Groups

                  The core staff team



            Board of Directors

5.3         The Board of Directors has the legal and financial responsibility to manage the
            Rural Regeneration Company and ensure that all company obligations are met.
            Providing initial training for company directors will be essential in order to ensure
            that all responsibilities are fully understood. Although Directors may be drawn from
            other organisations, their role as company directors is on an individual basis
            ensuring that the company is well managed, financial propriety is observed and
            legal obligations are met.

5.4         The company members elect the directors. The articles of association of the
            company give the full details for the election of directors.

            Accountability is important in relation to the organisations that financially support the
            costs of the running of the Regeneration Company (see section 5). Organisations
            that fund the company want assurances that their money is being used effectively
            and in accordance with the purposes for which it was given.

5.5         Additional tasks for the Board of Directors to:

                  Procure/appoint officer core services for the day to day management of the
                   company’s business.

                  Hold board meetings as appropriate.

                  Have informal liaison meetings to take place as required between company
                   officers and members representatives either on a cross functional or a project
                   by project basis.

                  Ensure the public meetings take place on at least an annual basis for
                   consultation and briefings with member and supporter representatives.

                  Hold an annual business meeting of the company to approve accounts and
                   annual report, appointment of auditors’ etc.

                  Sign a letter of agreement with local authorities and other members on
                   membership every three years with agreement on calibre of skills required for
                   board members.



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                  Host a Local Authority members only forum twice a year with the wider
                   membership meeting once a year


5.6         No fee will be normally paid to Directors. It is foreseen that out of pocket expenses
            such as travel will be met by their own local authorities or sponsor organisations as
            an in kind contribution. However, consideration may be given to remuneration for
            the Chair in relation to a maximum time commitment eg. one or two days per week
            and travel/out of pocket expenses to non-employed directors.


            Technical Group

5.7         The Technical Group will have the key task of ensuring integration of activity
            between the Regeneration Company and other organisations that are active in the
            South Pennines area. It will draw up and oversee a work programme for the
            company, which is linked to the work of others and approved by the Board.

5.8        Main responsibilities of the Technical group are:

                   Receiving reports from the Working Groups

                  Co-ordination of work programmes and agreed priorities between agencies and
                   advising the Board on actions required

                  Reviewing and advising on requests for assistance in order to identify the
                   appropriate lead organisation

                  Monitoring and evaluating the activities of the regeneration company and other
                   organisations and partnerships and report to the Board

                  Guiding and advising the work of the core staff team

5.9       The Technical Group reflects, in its composition, representatives of organisations
          who are the funders of the Company’s core costs. It may also co-opt members when
          appropriate.



            Working Groups

5.10       It is proposed that the work programme is delivered on behalf of the Board by
           a series of Working Groups, composed of appropriate organisations with a lead
           partner for each group. The five groups cover:

            i)          Media and Communications
            ii)         Access, Visitor Management and Recreation
            iii)        Sustainable Land Management
            iv)         Heritage and Culture
            v)          Regeneration and Infrastructure

5.11        The Working Groups meet on a regular basis and report to the Technical Group.
            Key issues and decisions required by the Board will be incorporated in the Director’s
            report to the Board




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            Core Team

5.12        The Core Team is responsible for day-to-day management and operation of the
            Regeneration Company and has specific responsibilities for:

                  Development and implementation of the work programme of the Regeneration
                   Company including project development, bidding for external funding, raising
                   the profile of the South Pennines and strategic integration of partner activity

                  Maintaining effective communication between the Regeneration Company, the
                   Technical Group and other agencies and partnerships

                  Ensuring the efficient day-to-day operation of the Regeneration Company

                  Providing the administrative support to the company including secretariat
                   services for the Board of Directors and the Technical Group

                  Providing the financial management for the Company

                  Ensuring all Company responsibilities are met



5.13        In the future it is anticipated that, in addition to the core team, the Regeneration
           Company will develop its staff team by employing people to be responsible for the
           delivery of specific projects or programmes, as appropriate. The differentiation
           needs to be made between the core team and other project staff, as this could have
           implications for funding the staff concerned. This is addressed in section 6.


            Annual meeting

5.14        It is proposed that a meeting be held at least annually for sponsors and supporters
            of the Company. This would be an open meeting where information and ideas are
            exchanged and the Board can be questioned about their activities over the year.
            This would complement any other conferences or workshops which are held at
            other times during the year




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6.          MANAGEMENT AND STAFFING

6.1        Initially, the core team will undertake the day to day management of the
           Regeneration Company. The management and staffing of the regeneration
           company can be divided into two phases:

                  short-term start-up phase (completed September 2008)
                  medium/longer term development and implementation phase


            Short term

                  An assessment of priorities from the Action Plan to determine the funding
                   requirement to be sought from the relevant funding bodies and agencies over a
                   specified timescale. This should be in the form of 3 year programme, with more
                   detail in year one becoming more aspirational towards year 3.

                  Establishing a wider partnership from the private and voluntary sectors, linking
                   in to networks and organisations active in the South Pennines area

                  Seeking support and core funding from government agencies.

                  Developing channels of communication between the Regeneration Company,
                   working group members and Board Members.

                  Completion of the current of the EU Interreg programme (SOSII)

                  Develop a full exit strategy for Board approval if the company is unsuccessful in
                   securing external funding


            Medium/Longer term

6.2         The personnel structure of the company will develop as the company secures
            appropriate resources. Initially the staff of the Regeneration Company comprised a
            Development Manager and Company Secretary. It may be necessary for the
            company to seek to second officers from member organisations and procure other
            services (eg financial and personnel) by agreement with a local authority or another
            member body.

6.3         Extra staff will be necessary to enable the objectives of the company to be fulfilled,
            but until the company is fully self-sufficient it is proposed additional funding be
            sought for personnel to co-ordinate project delivery activities. These appointments
            will be for a fixed term. Funding for this type of person will be sought from agencies
            such as the Regional Development Agencies, and will be included in bids to HLF
            and other funding sources (EU and domestic).




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7.          COSTS AND FUNDING

            Core Team Funding

7.1         In the initial stages the work of the core team has been developmental, enabling the
            necessary funding applications for project or programme delivery to be made. Some
            limited funding has been obtained to contribute towards these costs, but the majority
            of core team costs have been met from up-front partner contributions for the first 3
            years of operation. Moving forward, an increasing amount of the core staff costs will
            be met from external (programme) funding, rising to around 60% from 2010 if HLF
            funding is secured in 2010. Leader funding for overheads began contributing around
            25% of the core salary costs from September 2008 and will continue at this level
            until 2013.


7.2         Project/Programme delivery staff

            A staff structure has been agreed by the Board and main funding partners,
            Yorkshire Forward and the Heritage Lottery Fund. This is based upon shared costs
            for certain posts in order to maximise the benefits and avoid duplication of effort.
            The proposed structure is set out in Appendix Three




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BUDGET FORECAST 2009/10, 2010/11, 2011/12, 2012/13


                                                         2009/10      2010/11       2011/12     2012/13
            Expenditure
Salaries                                                 88,197.00     90,843.00    93,568.00    96,375.00
HLF Comm/Events Officer 1day                               6,000.00     6,180.00     6,365.00     6,556.00

Integrated Visitor Man. Officer                          10,000.00     10,300.00    10,609.00    10,927.00
Travel & subsistence                                      4,770.00      5,000.00     5,250.00     5,500.00
Insurance                                                   425.00        450.00       475.00       500.00
Subscriptions                                               235.00        235.00       240.00       245.00
Advertising                                                 300.00        450.00       500.00       550.00
Printing & stationery                                     5,500.00      8,500.00     8,500.00     9,000.00
Conference fees                                           1,250.00      1,500.00     1,500.00     2,000.00
Meeting costs                                             1,250.00      1,500.00     1,750.00     2,000.00
Consultancy costs                                         3,000.00      3,500.00     3,750.00     4,000.00
Professional Fees                                         3,500.00      5,000.00     6,000.00     6,500.00
Walking Festival                                         10,000.00     11,000.00    12,000.00    13,000.00
Annual Conference                                         3,000.00      3,250.00     3,500.00     3,750.00
SP Visitor
Venue/room Hire                                              500.00       600.00       600.00       750.00
Expenses - Other                                             200.00       300.00       300.00       350.00
Sponsorship                                                  400.00       500.00       500.00       500.00
Mgt & Admin charge                                           175.00       200.00       200.00       250.00
Audit fees                                                 1,250.00     1,250.00     1,350.00     1,450.00
Contingency - Pension                                      5,000.00     5,000.00     5,000.00     5,000.00
Irrecoverable VAT                                          2,705.50     3,654.88     3,905.13     4,242.88

Total Expenditure                                      147,657.50     159,212.88   165,862.13   173,445.88

Income
Partner contributions                                  111,200.00     111,200.00   111,200.00   111,200.00

Sale of documents                                           120.00        120.00       120.00       120.00
HLF Partnership                                           3,788.00     39,810.00    41,004.00    42,234.00
LEADER                                                   24,000.00     24,720.00    25,461.00    26,224.00
Surplus bought fwd                                       14,308.00      5,758.50    22,395.63    34,318.50

Total Anticipated Resources                            153,416.00     181,608.50   200,180.63   214,096.50


Balance carried forward                                    5,758.50    22,395.63    34,318.50    40,650.63




  South Pennines Rural Regeneration Company: Business Plan 16.11.06                                  14
            Partner contributions

7.3         Local Authorities and other partners’ contributions have been based upon an
            historic funding formula dating back to SCOSPA, which has been indexed by
            inflation (2.5%) in previous years. This has now been reviewed in the light of the
            core budget forecasts and availability of other core funding sources and the
            rationale to achieve parity is:

                        Population over 200,000 in total 16,000.00
                        Population under 200,000 in total 9,000.00
                        Statutory/private sector          7,000.00
                        Voluntary sector                    100.00
                        Corporate sponsors               by agreement


                                                       2009/10        2010/11         2011/12       2012/13
             LAs
             Bradford                                £ 16,000.00       ₤16,000.00     ₤16,000.00    ₤16,000.00

             Calderdale                              £ 16,000.00       ₤16,000.00     ₤16,000.00    ₤16,000.00

             Kirklees                                  ₤16,000.00      ₤16,000.00     ₤16,000.00    ₤16,000.00
             Lancashire                                 ₤9,000.00       ₤9,000.00      ₤9,000.00     ₤9,000.00
             Oldham                                     ₤9,000.00       ₤9,000.00      ₤9,000.00     ₤9,000.00
             Rochdale                                   £9,000.00       ₤9,000.00      ₤9,000.00     ₤9,000.00


             Utilities & Env Sector

             United Utilities                          £   7,000.00    £ 7,000.00      ₤7,000.00     ₤7,000.00
             Yorkshire Water                          £    7,000.00    £ 7,000.00      ₤7,000.00     ₤7,000.00
             Natural England                          £    7,000.00    £ 7,000.00      ₤7,000.00     ₤7,000.00
             National Trust                            ₤   3,000.00     ₤ 3,000.00     ₤3,000.00     ₤3,000.00
             Environment Agency                        ₤   7,000.00     ₤ 7,000.00     ₤7,000.00     ₤7,000.00


             Voluntary Sector
             Pennine Heritage                                             ₤100.00       ₤100.00       ₤100.00
             South Pennines Assoc                                         ₤100.00       ₤100.00       ₤100.00


             Corporate Sponsors

             Northern Rail                               ₤5,000.00      ₤5,000.00      ₤5,000.00     ₤5,000.00
             NFU


                          Total                      ₤111,200.00      £111,200.00    ₤111,200.00   ₤111,200.00




South Pennines Rural Regeneration Company: Business Plan 16.11.06                                         15
                                                                    PROPOSED WORK PROGRAMME ~ 2010 – 2011
1.    Developing a strong image for the Southern Pennines
Task                           Actions                                                         Milestones          Timetable   Delivery Lead    Additional Funding             Notes
                                                                                                                                                Opportunities
Promoting the role of the Rural Regeneration Company
                                   Review position of Marketing and Communications            Review              July 2010   Company          HLF budget           Costs met currently by PP (1 day/week
                                    consultant in the light of current team skills and         concluded                       structure                             freelance). Interpretation Officer in post
                                    requirements                                                                                                                     May 2010
                                   Regular website updates                                                                                                          Successful       re-branding      exercise
                                   Annual PP Conference                                                           October     Marketing/                            undertaken early 2010 - website,
                                   Bi-annual newsletter                                                                       Comms officer                         newsletters and promotional material
                                                                                                                                                                     now using new brand guidelines

                                   Targeted meetings with MPs, LA Leaders etc                                     Ongoing     Prog Director                         Advocacy plan being implemented within
                                                                                                                                                                     limited staff/Chair time available
Promoting the Southern Pennines as a landscape of strategic importance nationally and within the 3 city regions

                                    Identify opportunities for the Company to influence       Acknowledge-                    Company                               High Priority task
                                     regional and sub/city regional strategies and             ments in key                    Structure                             Engaged with NW Regional Strategy.
                                     programmes using the updated Landscape Character          strategies                                                            Awaiting new Government’s position on
                                     Assessment eg. place shaping (Green Infrastructure)                                                                             future of Regional Strategies (RDAs)
                                                                                               PP signed up        October                                           South Pennines included as strategic
                                                                                               to ELC              2010                                              project in Leeds City Region GI Strategy

                                    Advocate the functionality of the South Pennine                                           Marketing and                         Use interim and final outcomes of the EU
                                     landscape in sub/city regional strategies through a set   Set of agreed                   Communications                        PLUREL project
                                     of key messages eg. health gains, ecosystem               key messages                    Working group
                                     services, rural economy


                                                                                                                                                                     High Priority task
                                    Develop relationships with existing/new promotional       Support                         Marketing and                         Chair represents Pennine Yorkshire on
                                     and marketing bodies and initiatives eg DMPs              received      for   ongoing     Communications                        West Yorkshire Tourism Partnership –
                                                                                               key priorities                  Working Group/                        scope for additional project funding
                                                                                                                               Prog Director                         Need to focus also on Pennine
                                                                                                                                                                     Lancashire and Marketing Manchester




South Pennines Rural Regeneration Company: Business Plan 15.09.03                                                                                                                                        16
2. Delivering Sustainable Regeneration in the Southern Pennines
Task                                  Actions                                                      Milestones        Timetable    Delivery Lead         Additional                         Notes
                                                                                                                                                        Funding
                                                                                                                                                        Opportunities
Attract further investment to deliver agreed priorities
                                            Identify additional funding sources (grant and                                       Company               Tourism Partnerships     High Priority task
                                             sponsorship based) and the relevance to existing      database          completed    structure             EU Interreg/ERDF
                                             and future work programmes                                                                                 FPVII (R&D)              Reduced public funding opportunities
                                                                                                                                                        NE     budgets     eg.   anticipated. Need to prepare for post
                                            Develop forward bidding strategy that includes a                                     All Working           Access to Nature         2013 CAP reform and post election
                                             mix of short term, small scale projects and longer                      Dec 2010     Groups                BIG Lottery              picture re. RDAs, NE etc
                                             term, larger schemes eg. conservation of heritage
                                             assets
Developing the rural economy through sustainable tourism and capitalising on our heritage/cultural assets
                                            Work with sub regional rural partnerships and         Leader            ongoing      SP LAG                RDPE /Leader             Mid term review of RDPE due this year
                                             RDAs to promote a coherent approach to the            delivery                       Regeneration/                                  Evaluation of Leader programme due
                                             delivery of the RDPE and other programmes             Mid        term   November     Infrastructure
                                             across the Southern Pennines                          reviews                        Working Group

                                            Develop a programme of                                Leader/HLF        ongoing      Heritage   and        RDPE/Leader              Focus for RDPE Axis 3/Leader
                                             conservation/improvement of rural heritage            delivery plans                 Culture Working       HLF                      Watershed    Landscape     programme
                                             features                                                                             Group                 EH                       commencing May 2010

                                            Deliver a quality Festival, involving guided walks,   Launch            June 2010    Access,     visitor   Leader                   Consultant under contract to October
                                             cycle rides etc across South Pennines, more           programme                      management and        Advertising/sponsors     2010. Need to review arrangements for
                                             widely promoted to new markets                                                       recreation Working                             2011
                                                                                                                                  Group
                                                                                                                                                                                 Leader support for 2010 Holmfirth Film
                                            Identify opportunities for new festivals      2010    Leader            ongoing      SPLAG/Tourism         RDPE/Leader              Festival and Rochdale canal Festival.
                                             onwards eg. food, cycling, culture                    delivery plan                  Marketing Group                                Possibility of future food and arts
                                                                                                                                                                                 festivals

                                            Help promote the South Pennines as a destination      New product       February     Tourism Marketing     RDPE/Leader              Watershed Landscape leaflet and DVD
                                             for sustainable tourism through branded leaflets,     range in place    2010         Group                 HLF                      produced. Reservoirs Trail project
                                             bespoke website, joint marketing campaigns                                                                 Tourism partnerships     starting summer 2010. Walk/Ride/Cycle
                                                                                                                                                                                 website in place – further development
                                                                                                                                                                                 ongoing with launch September.


                                           Investment in recreational infrastructure       eg.    Access Plan       March 2011   Access,  Visitor      Pennine Yorkshire        Plan to be developed still. Investment
                                            bridleways, new routes, information points                                            Management WG         Pennine Lancashire       attracted so far on ad hoc basis for
                                                                                                                                                        RDPE/Leader, HLF         bridleways, ’strategic routes’ and
                                                                                                                                                                                 information points eg. Brownhills,
                                                                                                                                                                                 Marsden
South Pennines Rural Regeneration Company: Business Plan 15.09.03                                                                                                                                                17
Task                                  Actions                                                    Milestones       Timetable     Delivery Lead      Additional                      Notes
                                                                                                                                                   Funding
                                                                                                                                                   Opportunities



Securing a healthy natural environment through sustainable land management
                                            Update action plan for implementing IMSACAP         Updated plan     April 2009    Sustainable Land     HLF                 Relates to Special Protection Area (SPA)
                                             review. Produce user friendly leaflet for wider     And summary      (completed)   Management                               designated in 1997 under the EU Bird’s
                                             public                                              Leaflet          March 2010    Working Group/NE                         Directive. Key messages contained in
                                                                                                                                                                         Watershed Landscape leaflet


                                            Ensure that IMSACAP is fully reflected in all       MoorLIFE         June 2010     ditto                 LIFE+              Partnership with Moors for the Future in
                                             relevant projects and that outputs deliver          launched                                             HLF                delivering LIFE+ bid for extended area
                                             IMSACAP objectives wherever possible.                                                                    RDPE (Axis 2)      covering Dark Peak and South Pennines.
                                                                                                 IBDA agreed      August 2010   ditto                 NE                 Follow up to secure joint IBDA with Dark
                                                                                                                                                                         Peak

                                            Complete Integrated Fire Operations project and     Updated Fire     April 2010    FOG                   YW                 £46k secured from NE. £25k additional
                                             ensure that actions are implemented for 2010        Plans etc                                            NE                 funding for equipment secured from YW.
                                             season                                                                                                                      Coordination support from PP team

                                            Completion of Moorwatch website, enabling           Website          July 2010     Sustainable Land
                                             reporting of moorland incidents to Police and       launch                         Management            NE
                                             partner bodies                                                                     Working Group


                                            Support delivery of Environmental Stewardship       x % take up      ongoing       ditto              Leader?               Links from Leader to Axis 2 of RDPE
                                             through maximising number of agreements under
                                             HLS, Upland ELS etc


                                            Develop programme of peat restoration and habitat   SP       sites   October       Yorkshire   Peat   LIFE+                 PP are key partner in YPP. South
                                             improvement projects                                included    in   2010          Project            YWT                   Pennines sites identified for work
                                                                                                 YPP business                                      NE (HLS)              2010/11
                                                                                                 plan                                              HLF
                                            Establish a Forestry and Landscape Group            First meeting    September     Sustainable Land   Forestry Commission   England Woodland Grant Scheme to be
                                             bringing together key community forestry                             2010          Management         RDPE                  linked to regional frameworks.
                                             partnerships and promote a more consistent                                         Working Group      Natural England       Company to act as a facilitator to add
                                             approach to delivering the Regional Forestry                                                          DEFRA                 value to existing forest partnerships e.g.
                                             Frameworks and Green Infrastructure strategies in                                                                           White Rose Forest, Pennine Edge Forest
                                             the relevant regions                                                                                                        and other local initiatives
                                                                                                                                                                         Opportunities for demonstration projects
                                            promote the use of, and identify opportunities to                                                                           linked to UK Climate Change Strategy
                                             enhance and develop, the Southern Pennines          First project    2011                             RDPE/EWG
                                             Landscape Character Assessment and Design
                                             Guidelines
South Pennines Rural Regeneration Company: Business Plan 15.09.03                                                                                                                                          18
Task                                  Actions                                                       Milestones       Timetable    Delivery Lead         Additional                       Notes
                                                                                                                                                        Funding
                                                                                                                                                        Opportunities

                                          Roll out of Local Food initiative             through
                                           implementation of Year 1 Delivery Plan                   Action Plan      May 2010                           BIG Lottery
                                                                                                    Yr 1 projects    June         LAG/Company           Leader                  Local Food Study completed May 2010
                                                                                                                     onwards      structure                                     with 3 year Action Plan. Focus on Year 1
                                                                                                                                  IET                                           projects/actions

Contributing to health and well being through improved access to the Southern Pennines landscape and local services

                                            Pilot integrated access and visitor management to      First training   Jan 2010     Access,     visitor   Partner contributions   Roll out Calderdale/Bradford/Lancs pilot
                                             help implement the Countryside and Rights of Way       event                         management and        NE Access to Nature     to core area
                                             Act 2000 and improve visitor experience                                              recreation Working    HLF                     Part of HLF development process
                                                                                                                                  Group


                                            Further develop joint working and projects with the    New      MOU     July 2010    Access,     visitor   Partner contributions   Possible HLF Landscape Partnership bid
                                             West    Pennine     Moors     Area   Management        signed                        management and        NE                      for West Pennine Moors. Joint approach
                                             Committee     through     the    Access,     Visitor                                 recreation Working    HLF                     to IBDA planning
                                             Management       Group     and    other    relevant                                  Group
                                             partnerships eg. IBDA


                                          Promote multi-modal forms of transport to access                                                             Leader                  Leader support for cycle routes (eg
                                           recreational sites and improve rural accessibility       3 new projects   ongoing      LAG                   LTPs                    NCR66), bus (eg. Dovestones), rail (eg.
                                                                                                                                                                                Steeton) and car share schemes (eg
                                                                                                                                                                                Todmorden)
                                                                                                                                                                                Key opportunities to work with South
                                                                                                                                                                                Pennines Community Rail Partnership
                                            Develop year round opportunities for contributing to   Walk, Cycle      March 2010   Access,     visitor   Leader
                                             health gains through guided walks, cycle rides etc     Ride website                  management and        PCTs                    Part of Leader commissioning process
                                             across South Pennines                                  Leaflets         Sep 2010     recreation Working    NE
                                                                                                                                  Group




South Pennines Rural Regeneration Company: Business Plan 15.09.03                                                                                                                                               19
3. Managing the Southern Pennines Rural Regeneration Company
Task                      Actions                                                           Milestones         Timetable    Delivery Lead      Additional               Notes
                                                                                                                                               Funding
                                                                                                                                               Opportunities
                               Evaluate progress of the company, demonstrate               Progress report    Sept 2010    Company                            Other tasks and actions will arise to
                                delivery of work programme, and success in obtaining                                        Structure                          ensure good governance of a privately
                                funding for delivery of projects in the next three years.                                                                      owned company

                               Revise Business Plan projections, costs and update          Revised Plan       Oct 2010
                                to reflect current running expenses.

                               Appointment of Directors to Board for the coming            New Board          July 2009    Company
                                year.                                                                                       Directors

                               Recruit additional staff to deliver HLF programme           Staff in post      May 2010     Programmes         HLF             Interpretation Officer
                                                                                                                            Director/Project   Leader          Community Archaeologist
                                                                                                                            Manager

                               Prepare staff retention/reward policy                       Policy statement   Sept.2009    Company
                                                                                                                            Structure
                               Revisit Work Programme to reflect              activities
                                undertaken and to identity new activities.                  Updated   work     April 2011
                                                                                            programme




South Pennines Rural Regeneration Company: Business Plan 15.09.03                                                                                                                               20
APPENDIX ONE

The Economic Profile

     A weak agricultural sector and the recognised need for farm diversification
     Manufacturing and industrial legacy has left a large number of redundant buildings for potential development
     The area is ideally suited to knowledge based business, working remotely from rural locations
     Quality of life benefits for those living and working in a rural space
     Sustainable tourism potential :
            –     Green / rural space in close proximity to regional cities and major towns
            –     Rich industrial & cultural heritage
            –     Historic towns featuring vernacular architecture
            –     Haworth is the second most visited literary site in Britain
            –     3 canals
     Trans-Pennine rail links for the distribution of freight and passengers
     Few examples of good practice in the management, use and promotion of the South Pennines, its environmental products and in engaging with key target audiences in urban
      communities
     A lack of joined up rural delivery policy and programmes due to the South Pennines straddling 2 administrative regions and 3 sub-regions
     The South Pennines makes up the rural hinterland of the following sub-regional centres (as recognised by RSS):
            –     Halifax
            –     Rochdale
            –     Bolton
            –     Bury
            –     Blackburn
            –     Oldham
     The South Pennines includes the Principal / Key Service Centres (as recognised by RSS):
            –     Keighley
            –     Bacup (within Rawtenstall)
South Pennines Rural Regeneration Company: Business Plan 15.09.03                                                                                                               21
     Economic information gaps include:
            –     Residential & work based earnings
            –     Travel to work dynamic
            –     Skill levels and shortages
            –     Business stock, growth and investment
            –     Proportion of knowledge based business
            –     Retail profile
            –     Business premises profile
            –     Key employment sectors (occupational breakdown)
            –     Economic assets
            –     Broadband connectivity
            –     Full inventory of existing tourism businesses / locations


Environmental Profile

     The South Pennines has its own Character Area
     Incorporates Special Protection Areas for birdlife (SPA); Special Area of Conservation (cSAC) and 19 SSSI sites
     The only upland area in the country that is not protected by statutory designation (AONB / National Park)
     Wide expanses of common land with public rights of way
     A need to balance the increased opportunities for tourism and recreation with landscape management requirements for farming, biodiversity and heritage conservation
     Development pressures as there the area is not protected as a national park
     Lack of maintenance of public walk ways resulting in the more popular areas being overused
     Diverse and important built and natural environmental assets:
            –     Blanket bog and wet heath

South Pennines Rural Regeneration Company: Business Plan 15.09.03                                                                                                           22
            –     Dry heath and heather moorland
            –     Flushes and mines
            –     Pre-historic archaeological ruins
            –     Dual economy – enclosure patterns
            –     3 canals
     More than 100 reservoirs in the area – need to balance water management, environmental and recreational demands

     Environmental information gaps include:
         – Land under Countryside Stewardship
         – Current visitor numbers vs. manageable numbers

The Social and Cultural Profile

     More than 7 million people are within 1 hour drive of the Southern Pennines
     Outward migration of young people
     Opportunities to re-train local people to maintain and manage the cultural and natural assets of the area
     Poor marketing / brand profile of the area; lack of understanding of what the South Pennines is among locals and potential visitors
     Good public transport network between towns and villages however the majority of residents use a car to access services
     Excellent social and cultural assets:
            –     The home of the cooperative movement
            –     The rise of non-conformist religions in the area means a large number of small chapels and churches
            –     Local stone buildings and vernacular architecture
            –     Industrial heritage – textile mills, weavers’ cottages


     Social & Cultural information gaps include:
          – Health provision and services
          – Education institutions
          – Car ownership and journeys
          – Active community and faith groups
          – Full inventory of cultural and heritage sites
South Pennines Rural Regeneration Company: Business Plan 15.09.03                                                                           23
  APPENDIX TWO                                              Pennine Prospect
  STRUCTURE OF PENNINE                                      Board                                         Finance & Resources
  PROSPECTS                                                                                               Cttee
                                                            Purpose:
                                                            Rural Regeneration of                         Purpose:
                                                            Southern Pennines                             Deliver legal
                                                            Deliver Heritage Strategy                     requirements                       Bradford MDC Accounts
                                                            Outputs 2006:                                 Plan and monitor
                                                            Appoint Development                           resources of the Co
                                                            Manager                                       Outputs 2006:
                                                            Establish Co funding                          Audited Accounts
                                                            Lead delivery structures                      Resource plan to
                                                            Vision and strategy                           March 2009
                                                            2007/8 BP




                                                               Technical Group

                                                               Chair: Development
                                                               Manager
                                                               Purpose:
                                                               Interface between Board,
                                                               Partners & Groups to PP
                                                               & Partners objectives
                                                               Outputs 2006:
                                                               Secure & deliver year one
                                                               programme to establish
                                                               PP
                                                               Business plans to 2008 &
                                                               beyond
                                                               Detail 2007/8 BP
                                                               Deliver 2006/7 BP



                                            Access, Visitor Management
  Marketing &                               & Recreation                                       Culture and Heritage             Regeneration &                Sustainable Land
  Communications                                                                                                                Infrastructure                Management
                                                 Purpose:
  Purpose:                                       Integration cross boundary,                   Purpose:                         Purpose:                      Purpose:
  Promotion of PP & South                        enhancement and promotion of                  Identify and coordinate          Develop coordinated           Develop coordinated
  Pennines.                                      access management                             opportunities for                approach to rural             approach to
  Communication with key                         Outputs 2006:                                 preserving and enhancing         economic development          sustainable land
  partners                                       Walking Festival                              cultural and heritage            and green                     management
  Outputs 2006:                                  Integrated Land Management                    features                         infrastructure
  Leaflet to explain PP                          pilot lead by Calderdale                      Outputs 2006:                    Outputs 2006:                 Outputs 2006:
               and
  Marketing Rural Regeneration Company: Business Prioritise and deliver HEAN                                                    N/a                           N/a
South Pennines
  Communications Strategy
                                                 Plan 15.09.03                                 N/a                                                                               24
                                                 CUDEM report workshop
  signed off                                     output.       FOG


                                                                                                                                                              Outputs 2006:
                                                                                        Partner delivery projects
                 APPENDIX THREE




                                                                       PENNINE PROSPECTS STAFFING STRUCTURE (PROPOSED)




                                                                                         PROGRAMMES DIRECTOR
                                                                                      (HLF/LEADER/core F/T from 10/08)




                     Projects Manager                        Programme Monitoring   Watershed Landscape    Interpretation Officer   Communications/   Integrated
                     (LEADER) F/T                            Officer/Company        Project Officer        (HLF)                    Events Officer    Access Officer
                     from Dec 2008                           Secretary Role         (HLF)                  F/T from 2010            (HLF/core)        (Core) P/T from
                                                             (LEADER/HLF/core)       F/T from 2009
                                                                                                                                    P/T from 2009     summer 2009
                                                             F/T from 10/08




South Pennines Rural Regeneration Company: Business Plan 15.09.03                                                                                               25

				
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