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November 2014

Dear Board Member

Dorset AONB Partnership Board Meeting, 10.00am, Thurs 20th November

Dorford Centre, Top O’ Town, Dorchester

The Dorford Centre is the Baptist Church on the southwest corner of the roundabout at the top of High West St.

It is less than 10 mins’ walk from either rail station; public parking is available opposite in the Top O’ Town car

park, however the Park & Ride1 service is encouraged if travelling to Dorchester by car (buses depart on the hour

and every 15 minutes).

The meeting will start at 10.00 am (refreshments from 9.45am). If you are unable to attend it would be helpful if

you could send a briefed representative. Please confirm attendance to Katharine Wright on 01305 228239 or

k.wright@dorsetcc.gov.uk

AGENDA

Welcome, introductions and apologies

1 Election of Partnership Board Chair

2 Minutes of the last meeting and matters arising

3 2-minute partner news & issues affecting the AONB

4 Delivering the AONB Management Plan [information]

5 National Grid Visual Impact Provision [information]

6 Outline budget 2015-2016 [decision]

7 Cultural Partnership Strategy: consultation [information]

8 South Dorset Ridgeway Landscape Partnership: presentation of highlights

9 Dates of next meetings:

21st

May 2015

26th

November 2015

1 https://www.dorsetforyou.com/travel-dorset/roads-and-driving/parking/park-and-ride-services/dorchester-park-and-ride

Dorset AONB Partnership

Hosted by Dorset County Council

County Hall, Dorchester DT1 1XJ

tel: 01305 228239

email: dorsetaonb@dorsetcc.gov.uk

web: www.dorsetaonb.org.uk

twitter: @DorsetAONB

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© Crown Copyright 2014 OS licence number: 100019790.

South St.

(pedestrian)

DORFORD

CENTRE

Top O Town

Car Park

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Election of AONB Partnership Chair ITEM 1:

Item for: Election

Financial implications: None

Summary: The Chairman seeks nominations for a successor as chair and vice chair

Recommendation: The Board elects a chair and vice chair

1.1. The Partnership Board agreed at the last meeting the recruitment of candidates for the two posts, by

submission of a short paragraph outlining why the candidate is right for the role and what

background/credentials they bring to the Partnership, with an indication of preferred role.

1.2. One nomination has been received from Jim White MBE, currently serving on the Partnership Board as

vice chairman and representative of the Dorset Local Nature Partnership.

1.3. Jim states:

I have lived in Dorset since 1979 when I moved here, from Hampshire, to take the post of Assistant

Regional Officer with the Nature Conservancy Council. When NCC was re-organised into English Nature I

was appointed to the post of Team Manager for Dorset, leading a team of some 25 scientists, nature

reserve staff and administrators directly engaged in the conservation of Dorset’s natural environment. I

held this post until retiring at the end of 2006. Throughout these 27 years I was closely involved with

the designation and management of the full range of special sites in Dorset and I developed and

maintained very good working relationships with many Dorset landowners and partners in both the

statutory and voluntary sectors. I also gained a good knowledge of the planning system and its

relevance to the conservation of habitats and landscapes.

I have served on the Dorset AONB Board for some years, as the EN representative and, since retiring as

the rep for the Dorset Biodiversity Partnership and now, for the Local Nature Partnership. I thus have

experience of the AONB Board under the guidance of three different chairmen and three AONB

Managers. For the last three years I have acted as vice-chair and have taken the chair at Board meetings

on two occasions and delivered one of the presentations at the first LNP Stakeholder Conference, on

behalf of the Board, on the special nature of Dorset’s environment.

I am a trustee of Dorset Wildlife Trust and chair the Trust’s Conservation Panel; I am also one of three

trustees of a small private charity (Erica Trust) that is involved in land purchase and management for

conservation in the heathland area of Dorset. I am also a member of RSPB and National Trust and have

been for some decades. Since retiring from English Nature I have worked part-time for the small

environmental consultancy Footprint Ecology, based in Wareham, but have now largely retired from

that work.

I am passionate about the conservation of Dorset’s outstanding nature and landscapes. I was awarded

an MBE in the 2008 New Year’s Honours list, “For services to nature conservation in Dorset”.

1.4. Board members are invited to elect Jim to the position of chairman.

1.5. Board members are invited to propose and elect a vice chairman.

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Minutes of the last Partnership Board meeting ITEM 2:

held on 12th June, King’s Arms Hotel, Dorchester

Present:

Andy Foot (Partnership Chairman) John Stobart (Natural England) Cllr Sarah East & Hilary Jordan (West Dorset

District / Weymouth Borough Council) Cllr Gloria Marsh & Bridget Downton (Purbeck District Council) Cllr David

Walsh & Kevin Morris (North Dorset District Council) Janet Page (Dorset Association of Parish & Town Councils)

Roderick Knight (Dorset Cultural Partnership) Rebecca Knox (CLA & Dorset County Council) Matthew Uren

(National Farmers Union) Jim White (Local Nature Partnership) Ben Rayner (Environment Agency) Sally King

(Jurassic Coast World Heritage Site) Prof Vince May (Purbeck Heritage Network)

Team: Tom Munro (Manager) Sue Mitchell (Transport & Recreation Officer) Sue Mitchell (Communication

Officer) Ian Rees (Countryside Officer) Richard Brown (Landscape Planning Officer) James Sharpe (South Dorset

Ridgeway Landscape Partnership Manager) Marie McLeish (South Dorset Ridgeway Learning Officer) Jill Hearing

(South Dorset Ridgeway Support Officer) Julie Turner (Wild Purbeck Support Officer) Katharine Wright (Support

Officer)

Apologies: Don Gobbett (Dorset County Council) Ian Alexander (Natural England) Cllr Hilary Cox (Dorset County

Council) Cllr Deirdre Skipwith (North Dorset District Council) Robert Lasseter (National Farmers Union)

ITEM 1: Welcome & minutes of the last Partnership Board meeting 20th

November 2013

Minutes of the last meeting all agreed as correct, with matters arising covered on the agenda.

ITEM 2: Partner updates & issues affecting the Dorset AONB

Dorset Local Nature Partnership: The draft LNP strategy & vision now available; the State of •

Dorset’s Nature report is in development. The first time a report has included all landscape,

health, and cultural organisations.

Dorset County Council: The DCC Mineral Strategy was adopted in May. DCC have just had a •

Planning committee and discussed the proposed off-shore wind farm, where there was strong

opposition on aspects such as WHS/migrating birds/ rural economy. Also mentioned about the

recent re-structure of the environment directorate, including new director and fewer divisional

managers.

Environment Agency: undergoing restructure, cutting out the regional tiers. River Basin •

Management Plan drafts will be out for consultation (6 months from Sept) alongside Flood Risk

Management Plans.

Jurassic Coast WHS: The Jurassic Coast Trust have won £68k for ‘growing the Jurassic Coast’ •

recruiting volunteers project, and soon recruiting the co-ordinator for the role. Have also put in

a bid for the new coastal panels, and awaiting decision. Working on a Coastal Visitor

Management Plan – request that the AONB team participates.

NFU: The New Environmental Land Management Scheme ( NELMS) is being introduced to •

replace the exciting HLS/ELS schemes. Request that the AONB Team consider a role

coordinating and facilitating landscape-scale schemes.

Natural England: Another re-structure within the local teams. Now have a delivery team back in •

Dorset. Lead officers will be out soon. NE has been consulted with many planning applications

including Perenco, Navitus Bay, solar farms and many more.

North Dorset District Council: 10 Neighbourhood Plan Areas have been agreed and the Local •

Plan will be going to Committee and Cabinet in July.

Purbeck District Council: Have adopted the new Dorset AONB management plan, and have given •

some member training on the AONB and the plan. Also the landscape sensibility Assessment has

also been adopted. The Swanage local plan is progressing well.

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Purbeck Heritage Network: Have had a meeting and have updated the group, on the new AONB •

management plan. A great network with time to talk about issues in the area.

West Dorset District Council & Weymouth & Portland Borough Council: moving forward with •

their Local Plan although not adopted yet, have made the proposed changes. They will be

consulting over the summer. It does not demonstrate the 5 year housing need but the plan

period has been complressed to compensate.

Dorset Culture Partnership: are producing their strategy, and will be ready by late September. •

Are working on a project in Christchurch with the Health & Wellbeing Board.

ITEM 3: AONB Partnership Chair succession

Andy Foot has been Chair since July 2011, and will stand down as at the next by the next partnership

Board meeting. The Board are to provide nominations before the 17th

October 2014. The Board will also

need to elect a vice chair.

Andy ran through the roles and responsibilities for the position and is eager for it to be someone with

new energy and ideas.

Decision: The board are encouraged to nominate by letter/email to Tom Munro, and Tom is happy to

chat though with any potential chairs/vice chair.

ITEM 4: Delivery of the AONB Management Plan

Q&A / comments:

Andy Foot asked for thanks to be minuted for the huge amount of time and commitment given by

Katharine in the delivery of the Dorset Food & drink project.

Q: It was asked how we calculate the volunteer time.

A: TM replied outlining the HLF protocol for recording volunteer time and the values of various types of

labour contributed..

Q: Roderick Knight asked if we were looking into sponsorship.

A: Both projects Dorset Food & Drink and the Dorset Fingerpost project have both levered in private

sponsorship. Also Ian Rees explained the work he is doing with the National Association of AONB and

looking into the diversity of sources of funding for the AONB in the future.

Cllr Sarah East suggested the possibility that the County elected members could use their member

allowance on the Fingerpost project.

The Partnership Board expressed thanks to the team for the considerable achievements to date; the

Board particularly thanks Katharine for the huge amount of energy and time she has committed to

making Dorset Food & Drink a huge success.

ITEM 5: 2013-2014 finance report

The Partnership Board expressed their admiration for the significant level of external funding raised

by the team to support AONB objectives

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2-minute partner news & issues affecting the ITEM 3:

AONB

3.1. Following agreement at the Partnership Board meeting of October 2009, we invite all Board Members &

Attendees to give a short verbal update covering headline ‘news & issues’ from their organisation which

is pertinent to the AONB.

3.2. Please concentrate on the following matters:

Your action towards implementation of the AONB Management Plan a.

Changing pressures and opportunities that are likely to have impact on the protected landscape / b.

the operation of its partnership and team

Areas of work arising that you think requires the AONB Team’s engagement c.

3.3. The AONB Chairman has requested you also put mind to:

How you have fed back AONB issues / news to your organisation a.

How you have helped promote awareness of the AONB b.

Delivering the Management Plan: progress report ITEM 4:

Item for: Information

Report by: AONB Team

Financial implications: Delivery based on agreed budget and business plan.

Summary: The AONB team is leading, coordinating, promoting and supporting delivery of the

actions and intent of the AONB Management Plan as the central part of its core duties

and through specific projects.

Recommendation: The Board approves and notes the progress made towards delivering the AONB

Management Plan 2014-2019

4.1. SUMMARY

For this November Partnership Board meeting, the team has carried out an interim analysis of a.

management plan delivery. This is based on a quick review of progress, and hasn’t involved a

lengthy engagement with all delivery partners to determine activity where it is not known to us.

The May Partnership Board meeting shall be presented with a more comprehensive analysis for b.

annual reporting.

The 2014-2019 AONB Management Plan contains 304 discrete actions spread across 5 delivery c.

years.

2014 2015 2016 2017 2018 2019 TOTAL

Not started / known 1 11 17 4 3 127 163

Behind schedule 0 5 0 0 0 0 5

In development 1 4 4 1 1 29 40

In delivery / ongoing 3 6 6 3 1 67 86

Complete 0 4 2 0 0 4 10

TOTAL 5 30 29 8 5 227 304

Sta

tus

Year

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Some delivery targets have been reached and/or exceeded d.

Some actions for this period are behind schedule; none are a serious cause for concern. e.

RAG analysis of actions for the 2014-2015 period shows f.

• 12 Unknown

• 0 RED

• 5 AMBER

• 18 GREEN

Of the 5 AMBER actions, steps are being taken to start delivery across all. g.

4.2. Action area reporting

The table below shows Defra’s expectations of an AONB staff unit and the report headings under which

those functions are reported.

CORE work

4.3. Planning Protocol: 114 individual consultation responses have been made since April including a

number of projects requiring significant assessment. Major projects include

• Navitus Bay offshore wind farm. The team’s full written response is available on the PINS

website here: http://infrastructure.planningportal.gov.uk/projects/south-east/navitus-bay-

wind-park/?ipcsection=docs (filter ”Dorset Area of”)

• West Dorset and Blandford Hill wind farms

• 12 consultations relating to field scale solar farms

• 30 consultations relating to housing

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Defra's core functions of an AONB staff unit

aDeveloping reviewing, preparing and publishing the AONB vision and the CRoW Act AONB

Management Plan

bPromoting the AONB vision and management plan to help distinguish the AONB from adjacent

countryside

cAdvising upon, facil itating and co-ordinating implementation by others of the Management

Plan

dAdvising Local Authorities on their activities within AONBs, to encourage them to go beyond

normal levels of service(attain the highest possible standards) in countryside management

e Monitoring and reporting on progress against AONB Management Plan targets

f Monitoring AONB landscape condition

g Accessing resources for management activities

hWorking with and contributing to the NAAONB activities, sharing advice and best practice

nationally and regionally

iProviding a management role to co-ordinate AONB protection through the actions of the AONB

unit, the AONB partnership and other partners at a local and strategic level.

j Developing an involvement by the community in the management of the AONB

k Providing landscape related planning advice

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4.4. Community Planning

• The team has continued to support communities taking forward Neighbourhood Plans and

other community initiatives to plan for, and manage their local environment. Advice relates to

housing sites, road management, environmental management, and public realm design.

Communities include

• Cerne Abbas

• Piddle Valley

• Stourpaine

• Charminster

4.5. Accessing resources / project development (individual AONB projects covered in greater detail at

ITEM 6.5)

The AONB Team has steering input to the following strategic organisations which we anticipate could

be a source of funds for conserving and enhancing the AONB

• Dorset Local Enterprise Partnership (Rural Enterprise Group)

• Southern Dorset Local Action Group

4.6. National Association for AONBs / Protected Landscapes collaboration

• NAAONB has collated information on AONB performance, good practice and impact for

requests from Defra, CPRE and the CLA

• Dorset AONB Countryside Officer is engaged in a collaborative learning programme looking at

the potential for developing private sector sponsorship income to support AONB designation

aims

• NAAONB and National Parks England are beginning to work together to raise awareness of the

importance of “England’s finest landscapes”.

4.7. Communication

• www.dorsetaonb.org.uk site is constantly being refreshed and updated

• E-news continues to a mailing list of 2300+; there have been 7 issues in this financial year; an

average of 25% recipients open the email

• Twitter following

• 2559 followers @DorsetAONB

• 4615 followers @DorsetFoodDrink

• 332 followers @LandBoneStone

• Printed material: we are developing a visitor-targeted publication as a successor to two

existing publications, “Memories” and “Out and About”

• Summer shows were attended with Fingerposts and Dorset Food & Drink being key promoted

aspects

PROJECTS (DAONB lead / joint lead)

4.8. South Dorset Ridgeway Landscape Partnership

• Now into the second year of delivery, this broad-fronted programme

• Positive feedback from HLF-appointed project monitor, partners, schools and community

audience

• Ridgeway Ranger appointed

• Excellent public engagement across the scheme as a whole, but particularly through Ridgeway

Responses, part of the Inside Out Festival

• Recruitment of a volunteer coordinator is behind schedule but now well under way

4.9. Wild Purbeck Nature Improvement Area

• This is the third and final year of the Natural England-funded programme.

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• Future potential delivery on the same aims is being scoped; a significant funding source to

enable it could be the Wytch Farm Landscape Compensation fund which has yet to be

established – it is contingent on the extension of planning permission for the operation of the

oilfield.

• Significant gains have been made for biodiversity and landscape quality in the area

• NIA status has helped both National Trust and RSPB secure funds for the acquisition of

strategically-important land parcels

• The ‘Large Grazing Unit’ project is now back on track with NT acquisition of Slepe Heath;

completion of cattle grids etc is dependent on additional monies to be allocated from the

Wytch Farm Landscape Compensation fund.

4.10. Jurassic Coast Transport Group

• With no further support from Dorset and Devon County Councils’ for further work on the

waterborne transport project, other priorities are being addressed.

• A positive collaboration with FirstBus is developing to audit walking routes between bus stops

and the South West Coast Path with the aim of providing that information at bus stops to

passengers

4.11. Drawing Inspiration

• The project is nearing the end of its funded programme; focus is on legacy development

• Further exhibitions are being prepared (including at Dorset County Hospital)

• Schools resources are being prepared

• Funding has been secured from the Fine Family Foundation to facilitate landscape monitoring

by community volunteers. Their support will enable purchase photographic equipment

including 4 gigapan units which enable production of high-resolution panoramas

• HLF has approved a project extension to the end March 2015, when a final project report and

evaluation will be produced

4.12. Dorset Food & Drink

• Total business members now number 115

• Chefs Mark Hix and James Golding (the latter of The Pig Hotel group) have come on board as

Dorset Food & Drink Ambassadors

• DF&D has partnered Dorset Magazine for their first Dorset Food, Drink and Farming awards

• Further partnerships are being developed with Dorset Wildlife Trust (particularly in support of

the Great Dorset Seafood campaign) and Porter Dodson (running a food and drink business

discussion group).

• Dorset Food Week was revived for the autumn half term week; over 40 businesses engaged

offering over 60 events including tastings, walks, demonstrations, talks etc

• The Dorset Food & Drink Christmas Fair at Athelhampton House is on Saturday 29th

November, from 10-4, with 60 stalls – all Dorset businesses from within the DF&D

membership.

4.13. Dorset Fingerposts

• The project has considerable support from 4 volunteers

• The Youth Offenders Institute, Portland has been recruited to work on restoration

• All materials required for refurbishment are made/manufactured in Dorset, professional skills

also.

• Over 100 fingerposts are being refurbished by local groups, businesses, parishes &

communities.

• 4 DCC elected members have committed their Members’ Allowance to their wards for

fingerpost restoration.

• AONB Management Plan target exceeded.

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4.14. Woodlink

• Recognised delivery organisation for the community woodfuel element of the Dorset

Communities Living Sustainably programme; this will continue into 2015

• Completing delivery of elements of a Cabinet Office-sponsored community energy programme

led by NAAONB

• Both work programmes are complementary; a programme of woodland events is being

delivered around woodland management techniques, community tenure / ownership and

woodfuel preparation.

National Grid Visual Impact Provision ITEM 5:

Item for: Information

Report by: AONB Team

Financial implications: A fully-funded initiative which could provide support for AONB Management in addition

to AONB enhancement

Summary: National Grid has agreed with OFGEM a fund of £500M to address impacts of high-

voltage lines on protected landscapes.

A landscape impact assessment has been carried out on all lines within AONBs &

National Parks; 3 of the 12 sections of line deemed most damaging to protected

landscapes are in the Dorset AONB

Recommendation: The Board approves and notes the progress made towards delivering the AONB

Management Plan 2014-2019

5.1. About the Visual Impact Provision project

All electricity transmission owners are funded by a price control mechanism which is agreed with a.

and set by OFGEM, the electricity and gas markets regulator. OFGEM has agreed a set of price

controls and incentives for the period from April 2013 to March 2021. The new price controls and

incentives include a provision of £500 million to mitigate the visual impact of existing electricity

infrastructure in nationally protected landscapes in Great Britain.

For National Grid, which is the electricity transmission owner in England and Wales, this means b.

considering the visual amenity of our existing infrastructure in National Parks and Areas of

Outstanding Natural Beauty (AONBs).

A stakeholder group including representation from NAAONB is overseeing and advising on delivery. c.

That group has considered a report by landscape architects examining the impacts of each section of d.

line within the National Parks & AONBs of England & Wales; the ‘top 12’ most damaging are being

put forward for further examination of how those impacts can be mitigated.

5.2. National Grid are keen to maximise the publicity potential of the project, and have developed a local

press release with the AONB team, copied below.

Plans to reduce the visual impact of electricity infrastructure in nationally protected landscapes across

England and Wales are gathering momentum, following a new study by National Grid.

Three sections of transmission lines in the Dorset Area of Outstanding Natural Beauty (AONB), near the

Osmington White Horse and villages of Martinstown and Askerswell, have been identified as having a

significant landscape and visual impact.

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They are part of twelve sections of transmission lines in eight AONBs and National Parks that have been

shortlisted following an independent study overseen by leading landscape expert Professor Carys

Swanwick.

The study assessed 571 km of National Grid’s transmission lines in England and Wales’s most treasured

landscapes. It forms part of the Visual Impact Provision project, a major initiative to reduce the visual

impact of existing transmission lines in protected areas.

The project will make use of a £500 million allowance made available by Ofgem until 2021.

The protected landscapes which have been singled out as having existing transmission lines with the

most significant visual impact are:

• Brecon Beacons National Park

• Dorset AONB

• High Weald AONB

• New Forest National Park

• North Wessex Downs AONB

• Peak District National Park

• Snowdonia National Park

• Tamar Valley AONB

Part of the £500 million fund will be used by National Grid to mitigate the visual impact of sections of

transmission lines in some of these locations. A range of engineering measures could be implemented

including the replacement of existing overhead lines with underground cables, the re-routeing of

existing lines, through to the screening of substations or overhead lines from public viewpoints.

George Mayhew, National Grid representative on the project Stakeholder Advisory Group, comments:

“National Grid’s electricity network is vital to our way of life, but this project will help reduce its impact

on some of our most treasured landscapes. At the heart of the project is collaboration between National

Grid, those organisations tasked with protecting Britain’s treasured areas and the people who live in and

visit these landscapes.”

Andy Foot, Chairman of the Dorset AONB Partnership, said: “We are delighted that the high value of the

Dorset AONB’s landscape has been recognised in this study, and this leads to a fantastic opportunity to

further enhance the beauty of this very special place. The Dorset AONB team is looking forward to

working with National Grid and local stakeholders on this project to reduce the impact of those three

sections of line.”

A Stakeholder Advisory Group comprising organisations including the Campaign for National Parks,

Campaign to Protect Rural England, Campaign to Protect Rural Wales, English Heritage, Cadw, Natural

England and the National Trust, is helping National Grid to identify which transmission lines should be

prioritised and how the fund should be allocated.

Decisions about the transmission lines in Dorset and other shortlisted sites will be made in Spring 2015

following engagement with local stakeholders and further investigation of technical feasibility,

economic, social, archaeological, environmental and heritage issues.

National Grid is also set to use part of the £500 million allocation for smaller localised visual

improvement projects which can be accessed by all AONBs and National Parks with existing National

Grid electricity infrastructure.

Set to be launched in 2015, this landscape enhancement initiative has an ambition to provide up to £24

million over six years. The aim will be to reduce the visual impact of National Grid’s existing

infrastructure and improve the related visual quality of the landscape.

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Outline budget 2015-2016 Finance report ITEM 6:

Item for: Decision

Report by: AONB Manager

Financial implications: This item covers all AONB finance for 2015-16

Summary: Total ‘Core’ income is budgeted at £290,629, 85.1% of our baseline year 2011-2012.

Project income is significant, the majority coming via the South Dorset Ridgeway

Landscape Partnership

Recommendation: The Board approves the proposed budget and funding priorities for next financial year

6.1. AONB Budget structure & Defra guidance

The AONB budget is split into 3 areas: core, the sustainable development fund (SDF) and projects. Funds

from Defra, our majority funding partner, are provided according to the ‘single pot guidance’ as set out

below.

CORE: Core Functions are critical to the successful operation of AONB Partnerships. a.

Within core functions it is to be expected that staffing and associated overheads should merit

particular protection. As set out in the Defra grant offer letter the grant offer includes a maximum

contribution to core funding of 75% and is conditional on AONB Partnerships securing match

funding of a further 25% of core funding from other sources. It is hoped and expected that Local

Authority partner contributions to all Core Functions continue at a minimum of 25%, or even at the

same levels that have previously been invested.

If Local Authority partners contribute more, then the “surplus” Defra funding may be used for other

AONB work. Similarly contributions from bodies other than local authority partners and/or earned

income can be used to support core functions; this could also release money for other activity. Core

Functions are defined in the Defra MoA and as such provide guidance on minimum standards to

allow successful operation of an AONB unit and the delivery of the AONB Management Plan.

SDF: The SDF was established as a Ministerial initiative and has political support. Defra believes the b.

previous success of SDF will ensure its continuation in a meaningful way without the need to impose

minimum levels of spending, which would go against the ethos of an interdependent and trusting

relationship with AONB Partnerships. Individual SDF initiatives will be identified as part of an

AONB’s programme of work. SDF will remain as a visible funding stream in the AONB family and

should continue to be recorded and good practice registered to inform Defra and key partners.

There are opportunities to use SDF to add value by encouraging greater uptake of innovative, often

community-based, projects. The SDF programme has associated guidance prepared by Natural

England which steers the kinds of projects to be developed. This guidance was revised in 2009 to

place greater emphasis on encouraging innovation and risk-taking, as well as meeting AONB

Management Plan objectives. These risk and innovation elements help clarify the distinction

between SDF and other funding streams. Innovative SDF projects should be assessed from local,

regional and national perspectives. We make SDF available to projects through a competitive

process.

PROJECTS: AONB Partnerships are free to determine how they use resources to deliver projects. If c.

100% AONB project funding is the only way to achieve the desired outcome, this is for the

Partnerships to decide in developing their programme. Defra believes that delivery of AONB

Management Plan objectives is generally greater and more sustainable if undertaken in partnership,

particularly for large scale or landscape scale projects. It therefore encourages all AONB

Partnerships to use their project funding to help lever in additional resources. The ability and

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willingness of partners to contribute to projects will be variable from partner to partner and from

year to year. It is recognised staffing costs can be met by project funding.

6.2. INCOME

Total “single pot” income via the Memorandum of Understanding (Local Authority & Defra):

This represents 85% of the 2011-2012 baseline.

6.3. CORE

Maximum eligible core costs are £245,733. Efforts have been made to minimise core expenditure while

maintaining essential core functions. The proposed core budget is as follows

This represents 95% of the 2011-2012 baseline.

6.4. BALANCING PROJECTS & SDF

The core budget above leaves a “surplus” of single pot funds of £43,931 to be divided between a.

projects and SDF.

With a number of projects in development with uncertain funding status, it is requested that a b.

flexible approach is taken to the precise allocation of funds between projects and SDF.

Some of these funds will be allocated to SDF; we will seek alternative sources to expanding that c.

available pot.

6.5. Individual project summaries:

South Dorset Ridgeway Landscape Partnership Scheme (SDR LPS): next financial year brings the end a.

of the second full year of delivery with significant work on the archaeology gallery at Dorset County

Museum and access work at Black Down being major milestones within a broad front of delivery

conserving, enhancing and celebrating landscape heritage and improving access to it, our

understanding of it and the availability of skills to maintain it.

Dorset Food & Drink will begin its 3rd

full year in July 2015. With over 100 subscribing businesses it b.

has a healthy income. The team requires greater staff time resources to be able to deliver the offer

effectively and we are looking at developing bids to the Dorset Local Action Groups, Dorset LEP and

business sponsorship to expand our offer. Particular areas of work for 2015-16 include

• Member Directory

• Expansion of Dorset Food Week(s)

• Business-to-business networking

Rural Roads / Fingerposts: it is proposed to continue the project relatively unchanged to capitalise c.

on its successes and popularity to date.

Hardy Country / Hardy’s Literary Landscape: this initiative is to be supported with AONB staff time d.

throughout 2015-16.

Woodlink: this project continues into 2015-16 delivering an aspect of the Big Lottery-funded Dorset e.

Communities Living Sustainably programme. There are also opportunities to develop woodland

Source 2015-2016

Defra TOTAL 227,931£

plus LA income from reserves 4,700£

Other core income

TOTAL LA income 61,433£

TOTAL 289,364£

Cost heading 2015-2016

Core staff, travel & training 228,433£

Accommodation & office equipment 8,000£

Partnership running costs 3,000£

Communication, outreach etc, inc forum 4,000£

Monitoring research & guidance 2,000£

CORE TOTAL 245,433£

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advice provision across the county and a ward forestry programme with benefits to the woodland

economy, biodiversity and landscape.

Wild Purbeck Visitor Management: Building on the research work commissioned through the Nature f.

Improvement Area programme, a specific opportunity has arisen to aid Purbeck District Council in

the strategic provision and management of accessible green space to mitigate the development-

related effects of increased access on the heaths. Potential sources of funding include developer

contributions (via PDC) and the Wytch Farm Landscape compensation scheme.

Wytch Farm Landscape compensation scheme administration: there is an opportunity for the AONB g.

team to manage this fund when funds are released by Perenco on receipt of their related planning

permission from Dorset County Council. Provision of funds for administration were written into the

costing model.

Drawing Inspiration legacy project: within the current project, our work has revealed a large h.

resource of historic landscape photographs, much of which is not accessible to the public. We will

develop a project seeking to improve accessibility to this resource and to use it as a tool to discuss

landscape change and promote landscape monitoring. Arts Council and/or Heritage Lottery Fund

are potential sources of funding.

Landscape / natural environment provision for health & wellbeing: the AONB Team proposes to lead i.

a scoping/research project looking at current and potential provision for health and wellbeing from

the natural environment. The purpose of such research will be to:

• Aid networking between disparate delivery bodies and the sharing of good practice

• Unlock potential health & wellbeing funding sources for increasing access to the environment

to increase provision

• Seek to understand the current and potential economic effects of increasing access to the

natural environment

We will seek support from the Local Nature Partnership and funds from a variety of sources

including the Health & Wellbeing Board and potentially an academic partner. If we can raise only

limited funds, a potential sub-project of this is to explore the natural environment provision for

dementia care.

Dorset Cultural Strategy ITEM 7:

Item for: Consultation

Report by: Chairman, Dorset Cultural Partnership (DCP)

Financial implications: The Cultural Strategy will set out key areas of delivery for the cultural sector, and can be

used as a document to aid bidding for funds to deliver its aims.

Summary: The DCP is developing a 5-year strategy. The draft strategy recognises the role culture

can shape our landscape for the better, and its role in engaging and enthusing people

about the natural environment.

Public consultation has closed, but there remains an opportunity for the Dorset AONB

Partnership Board to add comment before the strategy is finalised.

Recommendation: Board members provide comment and steer on the developing Cultural Strategy

7.1. Dorset Cultural Strategy Outcomes

The strategy is focussed around 4 key outcomes.

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1. A thriving, competitive economy that delivers better quality employment for people in Dorset.

This refers to skills and business development for a thriving creative economy which will benefit

the wider economy of the county.

2. A sustainable infrastructure which provides improved access to cultural and leisure

opportunities. This refers to the resilience of organisations that make up the cultural sector,

and the strength of the framework and networks of support, which enable the sector to improve

opportunities for people to access culture.

3. Safeguarding, understanding and enjoying Dorset’s environment with planning for the future.

This refers to the role of culture in safeguarding, understanding and enjoying our landscape

heritage, and the public space and heritage of our towns and villages.

4. Improved well-being with increased opportunities for people to enjoy and achieve within safe

and thriving communities. This refers to the role of culture in promoting: individual health and

wellbeing; personal sense of achievement in non-educational settings; and the role of

participation and engagement with culture in wider community safety and wellbeing.

7.2. Outcome 3 is most relevant to the purposes of AONB designation; the achievements to date, vision and

priority actions from that outcome are shown below. The DCP seeks your views on these, but

particularly examples of current or aspirational work that add to those listed.

7.3. Outcome 3 – key collaborative achievements

Nature Network Neighbourhood: the creation of innovative art and design in public places across a.

Dorset

Creative Coast Arts Strategy and arts programme b.

South Dorset Ridgeway Landscape Partnership arts and heritage programme c.

DCP seeks examples of partnership progress to safeguard, understand and enjoy Dorset’s environment

7.4. Outcome 3 – where we want to be by 2020

Cultural needs and culture’s potential to improve the public realm is integrated into planning. a.

By 2020: Dorset is internationally recognised for excellence in using arts and creativity to engender b.

understanding and stewardship of the environment

DCP seeks examples of your ambitions for Dorset’s environment

7.5. Outcome 3 – Priority Actions

Cultural infrastructure audit – relating to community benefit a.

A commitment to develop DAT Environment Hub into a regional network for arts, culture and b.

environment collaborations

National conference on how arts and culture can provide creative solutions to environmental c.

organisations objectives

DCP seeks your views on the most important actions to achieve your ambitions; and what other

strategic bodies you’d like to work with on this.