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1 Surrey County Council Countryside Estate Business Plan – Executive Summary
Executive Summary of Business Plan for Surrey County Council’s Countryside Estate Annex 1
Surrey County Council Countryside Estate
Business Plan 2014
Executive Summary
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1. INTRODUCTION
The objective of the Business Plan is to set out viable plans, agreed by Surrey County Council (SCC) and Surrey
Wildlife Trust (SWT), for the management of the County Council’s Countryside Estate (the Estate) in order to
improve the visitor facilities and ensure the landscape is conserved and enhanced for future generations. This plan
focuses on continuing the management of the Estate whilst developing and implementing plans that can deliver
increased commercial income from the Estate. The implementation of these plans, once agreed by both parties, will
further reduce the annual contribution from SCC, for SWT’s management of the Estate over a number of years.
This Executive Summary of the Business Plan covers an initial period of two years in which significant reductions to
SCC’s annual contributions are guaranteed-, and includes proposals for key plans which will yield long-term financial
growth. Over the next 18 months, SCC and SWT will work together to produce a five-year Business Plan that makes
a positive contribution to wider SCC and SWT objectives, with the aim of achieving financial sustainability.
1.1 Background and the Countryside Estate
In May 2002, SCC awarded a 50-year Partnership Contract (the Contract) to SWT for the management of its Estate in
return for annual payments. SCC selected SWT to manage the Estate in order to secure its future, protect it from
further deterioration and improve value for money in its management. The Countryside Estate comprises around
10,000 acres, a significant proportion of which is covered by national and international designations for wildlife
conservation. Over 80 events are held on the Estate each year, and over 4200 volunteer days are spent helping to
manage it.
The Estate is funded by a combination of:
· Annual payments from SCC;
· Property Income – from commercial and residential property;
· Environmental Stewardship Grants;
· Charitable fundraising by SWT for key projects on the Estate; and
· Trading and other commercial income.
The annual contribution from SCC is calculated according to a financial formula, set out in the Contract, which
provided an incremental reduction in the contribution by £300,000 over the first 12 years to £959,000. SWT
introduced new income streams, improved value for money through careful procurement, grew trading revenue and
gained Environmental Stewardship Grants, increasing income by £500,000 per year.
1.2 Principles Underpinning the Business Plan
Constructive discussions between the Partners have established the key principles which will underpin the
development of the Estate in the coming years. These are:
1. Commerciality – identify and develop commercial opportunities so that the Estate becomes self-sustaining
over a realistic timeframe and the partners are working towards a zero contribution from SCC by 2021;
2. The Estate is pro-actively managed to contribute to the wider strategy of SCC - this includes contributing
towards SCC’s strategic goals for tourism, leisure, health and well-being, employment and education;
3. The Estate is pro-actively managed to contribute to the Living Landscapes strategy of SWT - this includes
conservation for the benefit of wildlife and the people of Surrey and educating people of all ages and
abilities in the value of wildlife.
Over the next 18 months opportunities to increase the commercial income earned from the Estate will be identified
and business cases developed. A number of ideas have already been identified by SWT and some are already being
implemented. This will be supported by the development of an improved set of Key Performance Indicators (KPIs)
which drive the positive desired outcomes of the plan; underpinned by a new Service Delivery Specification (SDS).
The Partnership Committee will also create a Task Group which will play an active role in identifying, evaluating and
supporting new opportunities. These plans will form the backbone of a new five-year Business Plan which will be
completed by April 2016. After April 2016, it will become a rolling five-year plan which will incorporate new ideas as
they are developed.
Realising these exciting plans will require significant investment. It is expected that this will come from a variety of
sources including both Partners. . The investing partners will receive returns calculated in proportion to their level of
investment. Working closely with Surrey Countryside and Rural Enterprise Forum (SCREF), and its partner
organisations, will be important to this.
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3 Surrey County Council Countryside Estate Business Plan – Executive Summary
Moving the Estate to a more commercial footing will bring rewards and risks to both partners. Mechanisms for
sharing these will be developed over the coming months. To manage risk effectively, and enable the Partnership to
plan for the long-term with confidence, it will be necessary to maintain a balanced portfolio of income streams
ranging from low risk sources such as property, through to higher risk and higher return sources.
In developing plans for the Estate other factors will be taken into account. These will include making sure these plans
work in harmony with the many statutory protected sites on the Estate and that they benefit other SCC and SWT
objectives, such as public health and well-being.
2. Business Plan Proposals
1. The Business Plan puts forward realistic proposals for developing commercial opportunities on the Estate. An
important part of the development of the Business Plan over the next 18 months will be to produce an over-
arching strategy which will show how key sites and the Estate as a whole will contribute to achieving the
three principles set out above.
SWT has already done a lot of work for this plan and whilst further developing it, other estates will be
researched and professional advice taken to support the creation of a robust plan. The plans are grouped
into:
· Savings Plan 2014/15 and 2015/16;
· Early Return Initiatives – many of which are already being implemented;
· Identified Commercial Opportunities – for which business cases are being worked up; and
· Additional Commercial Opportunities – potential new income streams to be scoped and evaluated.
2.1 Savings Plan: 2014/15 and 2015/16
In the early years SWT was asked to make substantial savings to allow the contribution from SCC to be reduced. It
has been agreed that SCC’s contribution will reduce to £859,000 for 2014/15 and £759,000 for 2015/16. This yields
significant additional savings of £151,000 for these two years, on top of the savings of £200,000 agreed in the
original Business Plan, produced in July 2014. (The original plan envisaged a saving of £200,000 over 5 years and
included annual inflation). The reduction will be met largely through cost savings as significant new sources of
commercial income will not come on stream until 2016/17.
These savings are already being implemented and unless there is a material force majeure event such as a major
outbreak of foot and mouth, are fully guaranteed by SWT. They fall into three categories:
1. Staff Restructuring: The Countryside Management Team will be restructured whilst increasing
resources with a commercial focus;
2. Efficient Cross-Estate Working: SCC resources will be redeployed to support projects on non-
SCC sites; and
3. One-Off Savings, Changes to the SDS and Deferral of Expenditure: one-off budget cuts will be
made covering areas such as staff training, equipment, signage and surveys. Some smaller car
parks will be closed; and certain Estate works such as tree thinning, will be deferred for one or two
years.
2.2 Early Return Initiatives
SWT has introduced a better commercial structure, which has led to growth in existing sources of income, and
implemented new initiatives that will produce early increases in income with minimal investment.
2.2.1 Filming: SWT plans to grow the income from filming through more active marketing and developing the
relationship with Film Surrey. This will give the Estate a higher profile.
2.2.2 Woodland Management: A full external inventory review of the Woodland Estate is underway. The Trust is
establishing an enhanced Woodland Strategy and Woodland Management Plans which will improve sustainable
management of the Woodland Estate, together with increased revenue from timber products and wood fuel.
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2.2.3 Christmas Tree Sales: SWT is now selling Christmas Trees from Newlands Corner and intends to expand this to
other popular car parks on the Estate across Surrey in future years.
2.2.4 Mobile Catering: As part of SWT’s plans to increase visitor facilities across the Estate it is planning to tender for
the opportunity to lease mobile catering pitches at car parks at Chobham Common and Whitmoor Common.
2.2.5 Additional Sponsorship and Support: Opportunities for sponsorship of vehicles, corporate support for sites,
major events, and promoting produce associated with the Estate will be researched during the next 18 months.
2.2.6 Visitor Improvements at Newlands Corner and Ockham Common: One of the core objectives of the
Partnership Agreement is to attract more visitors, of all ages and abilities, to the Estate and to increase public
enjoyment and benefit gained from the Estate. Newlands Corner will see the first of these improvements over the
next few years resulting in better facilities, such as:- way-marked trails, family play, an indoor café, retail and visitor
space and high standard toilets Initial improvements will include the trails, play area and toilet facilities.
2.2.7 Procurement - Partnering with SCC to Ensure Value for Money: SWT is in discussion with SCC Procurement to
establish if SCC contracts can be leveraged to provide savings while maintaining service quality.
2.2.8 Improving Visitor Facilities at Chobham Common and Whitmoor Common: The opportunity exists to improve
visitor facilities at Chobham and Whitmoor Commons. The conservation status of the sites and community
sensitivities need to be considered carefully in order to ensure the right option is chosen.
2.3 Additional Commercial Opportunities to be Developed
There are a number of opportunities, which have been identified as potentially viable, that will be worked up in 2015
to establish costs and income streams. -Key examples are outlined below and are due to be further explored.
2.3.1. Adventure Tenant: Potential sites for adventure experience providers will be identified and evaluated.
2.3.2 Holiday Accommodation: There is the potential to develop and launch a ‘nature-based holiday’ offering that
further promotes Surrey as a popular tourist destination.
2.3.3 Events: The Estate is already popular for outdoor recreation , small scale events and informal events. There is
potential to harness existing events and scale them up. The Trust has developed a key ‘hub’ on the Prudential Ride
London, a legacy of the London Olympics 2012 that explores both London and Surrey.
2.3.4 Environmental Education through Forest Schools: SWT already works in partnership with SCC’s Early Years
and Childcare Service on Forest School activities. This activity will be extended onto the Estate.
2.3.5 Fundraising Plan: A fundraising plan will be created which will support both existing programmes and new
initiatives on the Estate. The Trust has had success over the years at winning funding for a variety of projects.
2.4 Proposals for Property
Property was specifically included in the Contract, so that it would continue to provide an essential and low risk
funding stream to SWT for the management of the Estate. By 31 March 2015, a partnership Business Plan for
Property will be developed by SWT with SCC which will continue the good stewardship of the property whilst
identifying key opportunities including:
· Maximising the income from the portfolio;
· Major project opportunities for developing existing properties which result in a higher return; and
· Options for the outstanding problem buildings e.g. Semaphore Tower.
2.5 Norbury Park Wood Products (NPWP) The Sawmill
The Sawmill manufactures high-quality, sustainably sourced wood products for local authorities, estate owners and
local people. The Sawmill was restructured in 2011 with a new management team and Business Plan with the aim
that NPWP be financially sustainable over three to five years. Implementing this plan has resulted in revenue growth
of 35% over three years to £265,000 in 2013/14 and fixed costs being significantly reduced. Previous heavy losses
have been reduced significantly and, excluding the support provided by the Trust, the loss is now below £10,000 p.a.
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5 Surrey County Council Countryside Estate Business Plan – Executive Summary
A new Business Plan will be prepared by March 2015 which will set out how the improvements of the last two years
can be developed further to make NPWP a financially stable business that contributes to the Estate.
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APPENDIX: SCC PARTNERSHIP - SAVINGS
PLAN FY14/15 AND FY15/16 FY14/15 FY15/16
Notes
Savings
Plan
Forecast
Original
Business
Plan Variance
Savings
Plan
Budget
Original
Business
Plan Variance
£ £ £ £ £ £
INCOME
Grants 1 337,917 365,229 (27,312) 327,330 364,330 (37,000)
Trading and Other Income 2 57,673 76,915 (19,242) 121,138 228,471 (107,333)
Property Income 3 421,062 421,062 0 428,192 428,192 0
NPWP Sales 4 268,944 284,320 (15,376) 301,465 306,465 (5,000)
INCOME - EXCL. SCC AGREEMENT 1,085,596 1,147,526 (61,930) 1,178,125 1,327,458 (149,333)
SCC AGREEMENT 5 859,000 873,666 (14,666) 759,000 895,087 (136,087)
TOTAL INCOME 1,944,596 2,021,192 (76,596) 1,937,125 2,222,545 (285,420)
COST OF SALES
Cost of Sales (NPWP)
87,845 84,907 (2,938) 85,953 87,403 1,450
TOTAL COST OF SALES 87,845 84,907 (2,938) 85,953 87,403 1,450
STAFF COSTS
Staff Salaries & NI 6 925,049 974,488 49,439 934,847 1,051,793 116,946
SWT Pensions Contribution 7 28,331 38,836 10,505 37,112 40,413 3,301
SCC Pension Deficit Levy 7 113,694 113,786 92 112,561 115,061 2,500
Other Staff Costs
32,685 36,299 3,614 34,776 38,975 4,199
TOTAL STAFF COSTS 1,099,760 1,163,409 63,649 1,119,296 1,246,242 126,946
EXPENDITURE
Motor Vehicles
104,629 94,884 (9,745) 98,819 97,488 (1,331)
Land Management Costs 9 221,721 272,195 50,474 262,806 304,474 41,668
Equipment & Depreciation 10 53,183 61,315 8,132 58,425 68,074 9,649
Property Management & Costs 11 152,479 140,201 (12,278) 139,645 121,785 (17,860)
Other Costs 12 189,027 204,000 14,973 208,135 252,662 44,527
TOTAL EXPENDITURE (NON STAFF) 721,038 772,595 51,557 767,830 844,483 76,653
TOTAL EXPENDITURE (CoS, STAFF &
NON-STAFF) 1,908,643 2,020,911 112,268 1,973,079 2,178,128 205,049
SURPLUS/(DEFICIT) 35,954 281 35,673 (35,954) 44,417 (80,371)
Add Surplus from FY14/15
35,954
TOTAL SURPLUS / (DEFICIT) FOR FY14/15 AND FY15/16 0 Notes: The table above show the budgets for the Partnership for FY14/15 and FY15/16. The ‘Savings Plan Forecast and Budget’ are the figures revised as a result of implementing the Savings Plan. The ‘Original Business Plan’ columns show the budgets submitted in the original July 2014 Business Plan from which further savings to SCC’s contribution were agreed.
1. Grants: These comprise Higher Level Stewardship Grants and Single Farm Payment which fund commitments under long-
term environmental stewardship grants. The EU has recently revised the rules on Single Farm Payment which will reduce
income under this scheme by £27,000 and £37,000 over the two years.
2. Trading and Other Income: Includes income from fishing licences, way leaves, filming, wood sales and Christmas tree
sales. It also includes income from proposed visitor improvements to key sites. The change of implementation date for
these improvements means that the income from this source will be lower in FY15/16 than originally planned.
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3. Property Income: Includes the rents earned from SCC owned property, including Bocketts Farm transferred to SWT under
the Partnership agreement.
4. NPWP Sales: Includes sales of oak garden furniture and other green oak products.
5. SCC Income: SCC’s contribution has been reduced by £151,000 over the two years yielding the savings required.
6. Staff Salaries and NI: Savings reflect the restructuring of the Countryside Management team and the reduction in cost
arising from the redeployment of SCC staff onto non-SCC sites. It also takes account of deferral of recruitment of roles to
support visitor improvements at Newlands Corner and Ockham Common.
7. Pension costs include those staff on SWT contracts plus those transferred under TUPE from SCC at the inception of the
agreement.
8. Land Management and associated costs: This covers the bulk of the activity on the land, including direct land
management works, tree safety works and maintenance and improvement of car parks, roads and tracks. Savings reflect
the reductions in spend to deliver SCC savings and reduction in Single Farm Payment income.
9. Equipment: Includes the cost of tools and other equipment, such as chainsaws and the depreciation, maintenance and
repair of larger equipment used to deliver the land management works and wood product manufacturing at Norbury Park
Wood Products.
10. Property Management: Includes the expenditure required to maintain and improve the property portfolio in accordance
with the Routine Maintenance Plan and the Asset Management Plan plus rent, rates and utility costs of buildings on the
Estate.
11. Other Costs: Includes the other costs of managing the Estate including: Communication, IT, Insurance, Professional fees,
the overhead recovery of SWT management and resources in supporting the Estate, Travel costs for the 4,000 volunteer
days worked on the Estate and costs of operating visitor improvements at Newlands Corner .
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Annex 2 Draft Governance for the Surry County Council /Surrey wildlife Trust Partnership to Manage the Countryside Estate. Review of Governance of The Partnership Agreement between Surrey County Council and Surrey Wildlife Trust
The Partnership Committee as a Strategic Body
· The Partnership Committee meets at least twice a year.
· Its role will be to support the Delivery Body in the delivery of the business plan and service and advise on
strategic direction.
· The Constitution of the committee would remain similar to the current constitution. Membership comprising
equal numbers from the County Council and Trustees from SWT and one representative from the Access
Agreement Owners. There is also provision to have substitutes.
· It would receive interim reports on performance (November) and an annual performance report (July) at the
end of the financial year with a forward plan for the next year in April.
· The committee will continue its mediation role as set out in the constitution and Agreement.
The Delivery Body
· Reporting to the Partnership Committee will be the Delivery body, which manages the performance of the
Contract, resources, communication and produces collective action plans to deliver the business plan.
· The aim of the group will be to work as a partnership towards the financial sustainability of the Countryside
Estate.
· This group will evaluate and sign off proposals that support the business plan while seeking approval for
those proposals considered higher risk from the CEO and Assistant Director Environment (or other
appropriate senior manager as agreed)
· This will include the monitoring of Business Plan Key Performance Indicators (KPIs), the Service Delivery
Specification (SDS), Asset Management Plan and the Repairs and Maintenance Programme (RMP), and other
agreed documentation as required
· This group receives the annual and interim performance report.
· The Constitution of the Delivery Body will compromise of agreed personnel from SCC Countryside, SCC
Property and SCC Business Services Directorate; and SWT Countryside Management, SWT Finance and SWT
Property Management. Other personnel will be invited as required.
· Prior to the annual performance review the CEO and Assistant Director Environment will attend to sign off
the annual review and associated documentation and recommend it to the Partnership Committee.
· SWT and SCC would chair the group alternately changing every two years.
Implementation Body (Required)
· Two representatives, one from SCC and one from SWT then oversee implementation.
· Deals with the day to day management of the agreement.
· This body will draw in any additional expertise as required and address delegated tasks as per the Delivery
Body.
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Running the Partnership Committee
· Appendix 2 sets out the proposed structure for the three levels that provide direction and monitoring for the
Partnership.
· The matters that it is proposed should be taken to the Partnership Committee are set out in the constitution
and should be of a strategic nature to allow the Partnership Committee to take on a more influential role in
the overall way the Agreement is managed. The final decision will still rest with the two partner bodies and
the owners of the Access Agreement land. Key reports that will come to the Partnership Committee are the
Business Plan (2014-19) that covers a 5-year cycle, and the Annual Report including the financial report.
These will also be referred to the SWT Council and Cabinet Member at SCC.
Engaging Members of the Partnership Committee
· To ensure that members of the Partnership Committee are engaged in the work of the Partnership and
understand their role, new members will be given an induction programme and an ongoing annual
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Appendix 1
SURREY COUNTRYSIDE PARTNERSHIP COMMITTEE
Constitution
The Aim of the Document
1 The aim of this document is to set out the role, responsibilities, and operation of the Surrey Countryside
Partnership Committee. The constituent bodies of the Surrey Countryside Partnership Committee are Surrey County
Council, Surrey Wildlife Trust and the access agreement landowners.
Purpose of Committee
2 The primary purpose of the Committee will be to enable SCC and SWT through membership of the
Committee to have an overview on the appropriate management of agreed areas of countryside land and property
in Surrey, and within these areas the adoption of best practice and high levels and standards of:
· Sustainability
· Enhancement of natural beauty
· Conservation of habitat and built heritage
· Public access and enjoyment
· Public knowledge, understanding and support.
3 The Committee will give particular attention to achieving an appropriate balance in its work between these
objectives.
Role of Committee
4 The Committee will be an advisory and not an executive body. The Committee will play a part in:
· Agreeing the policies and approach to sustainable management of the agreed areas of land and property
· Developing the image and profile of the partnership
· Developing and supporting appropriate initiatives
· Building public and political support
· Ensuring identifiable achievements
· Aiming to secure a year on year increase overall in finance available for the management activities
· Mediation.
5 The Committee may express its advice by way of recommendations to its constituent bodies and other
organisations on policies and the allocation of resources in relation to the agreed areas of land and property.
Areas of Reference
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6 The work of the Committee will include the following:
(a) To receive reports from the constituent bodies or Surrey Wildlife Trust on:
· Policy and strategy for the partnership
· In line with SCC’s Procurement Standing Orders the appropriate contract (Over £500,000) and leases
that are over 10 years.
· Arrangements for consulting local opinion including through consultative groups and in other ways,
and receive reports from these consultative forums.
· The development of joint initiatives between the partners on the Committee and others on informal
educational use of the land and property, and provision of visitor facilities.
· Development and use of the land and property including intensification of activities, such as: vehicle
charging, development of commercial activities including concessions and events, noisy and disruptive
activities including motorcycle trials, rallying, shooting, and hunting.
· Financial and other resources to secure appropriate management and development issues.
· On any other matters referred from the constituent bodies or the management company (Surrey
Wildlife Trust.) for comment.
(b) To discuss issues arising in relation to any of the above in paragraph 6 (a) and give advice.
(c) To set up and decide on terms of reference of any panels, working groups or consultative arrangements
in relation to any of the above in paragraphs 6(a) or 6(b).
(d) To set up and decide the procedure for mediation panels and to receive their reports.
(e) To produce an annual report of its activities to be distributed to the constituent bodies and other
interested parties.
Mediation Role
7 A mediation panel set up by the Committee, as set out in paragraph 8 below, will act as a "third party" mediator
on issues arising from the management of the agreed areas of countryside land and property. Issues for
mediation will include contractual matters by agreement and conflicting management strategies, as between
the constituent bodies and Surrey Wildlife Trust. Mediation will not infringe any legal or contractual obligation
or rights. A mediation panel will not be able to impose a decision on the parties, but will assist the parties to
reach agreement.
8 The mediation procedure will only be used where all the parties concerned agree to this. If agreement is
reached by the parties through the mediation procedure it will be operationally binding. The Committee will
agree a procedure to be followed and will nominate four members to act as a mediation panel for the
Committee. The mediation process will take no longer than 28 days from receipt by the chairman of the
Committee of a letter stating the issue for mediation. The mediation panel will give their decision on the
mediation process to the parties, and will subsequently report back to the Committee with the outcome of the
mediation process. A decision by the mediation panel, except where agreed by the parties, will not be binding
on the parties. Under the legal agreement for services on the Countryside Estate between Surrey County
Council and Surrey Wildlife Trust disputes or differences between the County Council and the Trust will be
referred, where not resolved via the Committee's mediation panel, to an independent third party.
Membership
9 Membership of the Committee will comprise:
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· 5 representatives nominated from Surrey County Council
· 5 representatives nominated from Surrey Wildlife Trust
· 1 representative nominated from the access agreement landowners.
10 Substitute Members
Substitute Members may be appointed in the absence of another Member, subject to prior notification to the
Chairman and supporting Officers. Substitute Members must be elected Members of the respective body of which
the absent Member represents, or a nominated representative in the case of access agreement landowners.
Membership Representation
11 The period of office on the Committee will be decided by each of the constituent bodies. It is expected that
Committee members will normally serve from annual meeting to annual meeting. The local authority
representatives will be elected Members and representatives of Surrey Wildlife Trust will be elected Members
of the Trust Council. Deputies will be able to be appointed on the same terms as full Committee members.
12 Surrey County Council and Surrey Wildlife Trust representatives will be accompanied by appropriate officers in a
non-voting capacity to offer professional advice. Representatives from the management company, and other
agencies who are involved in managing the land and property, will attend to advise the Committee in a non-
voting capacity as necessary.
Role of Members
13 Members are expected to:
· Support the aims and intentions of the partnership.
· Participate fully in the activities of the Committee.
· Seek to harmonise the policies and strategies of their own organisations to secure integrated and
effective outcomes.
· Send appropriate senior representatives, properly briefed, to meetings.
· Disseminate and advocate the agreed policies of the partnership committee, as appropriate, within their
own organisations.
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Chairman and Vice Chairman of the Committee
14 It is intended that the chairmanship of the Partnership Committee will rotate between Surrey County Council
and Surrey Wildlife Trust every two years. The vice-chairman will be from the alternate organisation. In the event of
neither the chairman nor vice-chairman being present at the meeting a chairman for the meeting will be elected
from members present.
Number and Frequency of Meetings
15 The Committee will meet biannually or at such other times as the Committee may determine, at places and
times to be determined. Special or extra meetings may be arranged. The biannual meeting immediately after the
end of March of each year will be the annual meeting at which the annual report will be agreed and the chairman
and vice-chairman for the following year will be agreed. Seminars, tours or site visits will be arranged as
appropriate. The meetings will not be open to the public except as the Committee may decide.
Decision Making
16 Wherever possible, conclusions on discussions or recommendations made at the Committee will be by
means of consensus. In the event of a vote being necessary, voting will be by a show of hands and decisions reached
will be based on the majority of votes cast for or against a particular proposal. In the event of the voting being
equal, the chairman of the Committee will have a second or casting vote, but in the event of the chairman choosing
not to exercise the second or casting vote, the proposal in question will fail. The quorum of the committee will be
50% of members of which at least two representatives from Surrey County Council, two representatives from Surrey
Wildlife Trust. For the avoidance of doubt, if any decision is made which is contrary to the provisions of the
Agreement for Service between SCC and SWT then the provisions of the Agreement shall prevail.
Business to be considered at Meetings
17 Agenda for meetings of the Committee setting out the business to be dealt with will be despatched to
members seven days (five working days) in advance of the meeting. The chairman may allow other business to be
dealt with which is not on the agenda at their discretion. The chairman’s agreement will be sought prior to the
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meeting for any urgent items of business or any other business not listed on the agenda for meetings of the
Committee. Meetings of the Committee shall be conducted in accordance with the Standing Orders of Surrey
County Council, unless or until the Committee decides otherwise.
Support for the Partnership Committee
18 The secretariat for the Partnership Committee will be provided by Surrey Wildlife Trust with the cost being
borne by Surrey Wildlife Trust. Officers from Surrey County Council and Surrey Wildlife Trust will provide the
Partnership Committee with professional advice in relation to its terms of reference, work and activities, the cost in
officer time of providing such advice being borne by the organisation involved. The officers will seek the advice of
the access agreement owners and of other organisations or individuals on specific aspects of the Partnership
Committee’s work as considered appropriate.
Changes to the Constitution
19 The Constitution shall be reviewed every 5 years or earlier if agreed and changes to the Committee's
constitution must be a unanimous decision of Committee members present except where this relates to changes to
meeting procedure as set out in Surrey County Council’s Standing orders.
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Model for Governance Structure between SWT and SCC
Surrey Countryside Partnership Committee
Strategic Body: Works on a 5-10 year horizon and manages the
strategic targets of the agreement, receives performance reports
annually.
Who: Members from SCC, Trustees from SWT Senior stakeholders
and a representative from the owners of the Access Agreement
land.
Meets When 6 monthly (quarterly by exception)
Quarterly Officer Meeting
Delivery Body: Manages the performance of the agreement and
resources, and communications strategy and produces collective
action plans.
Who: Officers only, chaired by a senior person includes property
and finance/ business expertise.
Meets When: Quarterly
Meeting of Contract Managers from SCC and SWT
Implementation Body: day to day management of delivery and
performance reports
Who: SCC/SWT Representatives from both sides plus specialists as
necessary.
Meets When: Monthly usually with additional meetings if
necessary
Information flow upwards
Direction flows down
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n r
ole
-
SC
C/S
WT
Off
ice
r G
rou
p
Me
ets
qu
art
erl
y
Ma
na
ge
s p
erf
orm
an
ce o
f th
e
Ag
ree
me
nt
Mo
nit
ors
Pro
pe
rty
Ma
na
ge
me
nt
thro
ug
h A
MP
an
d R
MP
Su
rre
y C
ou
nty
Co
un
cil
Ow
ns
Co
un
try
sid
e E
sta
te l
ea
sed
to
SW
T f
or
50
ye
ars
wit
h a
n A
gre
em
en
t
for
SW
T t
o m
an
ag
e t
he
Est
ate
Re
ceiv
es
An
nu
al
Pe
rfo
rma
nce
Re
po
rt
fro
m P
art
ne
rsh
ip C
om
mit
tee
an
d
reg
ula
r co
mm
un
ica
tio
n t
hro
ug
h
Me
mb
ers
of
Pa
rtn
ers
hip
Co
mm
itte
e
an
d O
ffic
ers
Re
com
me
nd
ati
on
s fr
om
th
e
Pa
rtn
ers
hip
Co
mm
itte
e g
o t
o t
he
Ca
bin
et
an
d C
ab
ine
t M
em
be
r fo
r
De
scis
ion
Su
rre
y W
ildli
fe T
rust
Ha
s a
le
ase
on
th
e C
ou
ntr
ysi
de
Est
ate
an
d
ma
na
ge
s u
nd
er
an
Ag
ree
me
nt
for
50
ye
ars
.
Re
ceiv
es
An
nu
al
Pe
rfo
rma
nce
re
po
rt p
lus
reg
ula
r co
mm
un
ica
tio
n t
hro
ug
h T
rust
ee
s
on
th
e P
art
ne
rsh
ip C
om
mit
tee
an
d
Off
ice
rs o
f th
e S
WT
Co
ntr
act
Ma
na
ge
rs
fro
m S
WT
an
d S
CC
me
et
mo
nth
ly o
n d
ay
to d
ay
ma
tte
rs.
Dir
ect
ion
flo
ws
do
wn
fro
m t
he
Pa
rtn
ers
hip
Co
mm
itte
e
Info
rma
tio
n f
low
s u
p t
o t
he
Pa
rtn
ers
hip
Co
mm
itte
e
Se
cre
tari
al
Su
pp
ort
fo
r
Pa
rtn
ers
hip
Co
mm
itte
e a
nd
stra
teg
ic d
ire
ctio
n i
n r
ela
tio
n
to t
he
SW
T l
an
d h
old
ing
s
Ag
ree
s st
rate
gic
dir
ect
ion
th
rou
gh
Pa
rtn
ers
hip
Co
mm
itte
e e
nsu
rin
g i
t
fits
wit
h o
ve
rall
str
ate
gy
fo
r
Su
rre
y’s
Co
un
try
sid
e
Re
po
rts
on
Pe
rfo
rma
nce
to
SC
C E
nv
iro
nm
en
t a
nd
Tra
nsp
ort
Se
lect
Co
mm
itte
e
an
nu
all
y &
Re
po
rts
Re
gu
larl
y
to t
he
Ca
bin
et
Me
mb
er
Re
po
rts
to B
oa
rd o
f
Tru
ste
es
of
SW
T
R
ep
ort
ing
an
d s
cru
tin
y
Info
rma
tio
n f
low
s
up
wa
rds
Go
ve
rna
nc
e S
tru
ctu
re i
nc
lud
ing
Rep
ort
ing
an
d
Sc
ruti
ny
9
Page 148
17
SE
RV
ICE
DE
LIV
ER
Y S
PE
CIF
ICA
TIO
N (
SD
S)
: 5
th N
ov
em
be
r 2
01
4
An
ne
x 3
Mo
nit
ori
ng
of
De
liv
ery
of
the
SD
S a
nd
KP
Is w
ill
be
th
e r
esp
on
sib
ilit
y o
f th
e S
CC
Cli
en
t O
ffic
er
Se
rvic
e O
bje
ctiv
e
Se
rvic
e D
eli
ve
rab
le
Me
tho
d o
f R
ep
ort
ing
No
tes
Ass
oci
ate
d
Do
cum
en
t
KP
I 1
F
ina
nce
1.1
S
WT
will
ma
inta
in a
ll re
lev
an
t
insu
ran
ces
to c
ov
er
the
lan
d a
nd
pro
pe
rty
.
Insu
ran
ce p
olic
y c
he
cke
d a
nn
ua
lly.
Up
loa
de
d t
o
Sh
are
Po
int
Th
is w
ill b
e c
he
cke
d b
y S
CC
Insu
ran
ce
Te
am
1.2
S
WT
will
op
era
te a
He
alt
h &
Sa
fety
po
licy
in li
ne
wit
h H
SE
req
uir
em
en
ts.
SW
T w
ill h
av
e
ag
ree
d s
ite
ris
k a
sse
ssm
en
ts.
Po
licy
an
d R
isk
Ass
ess
me
nts
in p
lace
. U
plo
ad
ed
to
Sh
are
po
int
To
be
ch
eck
ed
an
nu
ally
an
d p
olic
y r
ev
iew
ed
ev
ery
fiv
e y
ea
rs
be
twe
en
SC
C a
nd
SW
T
Sit
e R
isk
Ass
ess
me
nts
to
be
incl
ud
ed
in
ma
na
ge
me
nt
pla
ns
an
d m
an
ag
em
en
t
bri
efs
an
d a
va
ilab
le o
n s
ha
rep
oin
t to
che
ck.
Act
ivit
y r
isk
ass
ess
me
nts
to
be
up
loa
de
d a
s a
pp
rop
ria
te.
He
alt
h a
nd
sa
fety
po
licy
1.3
S
WT
will
re
po
rt s
eri
ou
s h
ea
lth
an
d
safe
ty in
cid
en
ts im
me
dia
tely
to
SC
C
Se
rio
us
inci
de
nts
re
po
rte
d t
o S
CC
Co
ntr
act
s
Ma
na
ge
r w
ith
in 7
da
ys
Em
ail/
Sh
are
Po
int
for
seri
ou
s in
cid
en
ts.
Se
rio
us
inci
de
nts
incl
ud
ing
HS
E
Re
spo
nse
s w
ill b
e r
ep
ort
ed
to
‘S
eri
ou
s
inci
de
nts
’ to
be
de
fin
ed
in h
ea
lth
an
d
safe
ty p
olic
y.
1.4
S
WT
will
op
era
te a
n a
gre
ed
tre
e
safe
ty p
ract
ice
in a
cco
rda
nce
wit
h
SC
C’s
tre
e m
an
ag
em
en
t st
rate
gy
Pra
ctic
e n
ote
in p
lace
de
live
rin
g in
lin
e w
ith
SC
C t
ree
ma
na
ge
me
nt
stra
teg
y
wri
tte
n e
xce
pti
on
s
rep
ort
to
qu
art
erl
y
me
eti
ng
an
d m
on
thly
op
era
tio
na
l me
eti
ng
as
req
uir
ed
.
Th
e a
gre
ed
tre
e s
afe
ty p
ract
ice
no
te
will
be
re
vie
we
d e
ve
ry 5
ye
ars
.
Tre
e s
afe
ty p
ract
ice
no
te
1.5
S
WT
will
op
era
te s
afe
re
cru
itm
en
t
an
d e
qu
alit
y a
nd
div
ers
ity
po
licie
s
Po
licie
s in
pla
ce
Up
loa
d p
olic
y t
o
Sh
are
po
int
Sa
fe r
ecr
uit
me
nt
an
d e
qu
alit
y a
nd
div
ers
ity
po
licie
s, in
clu
din
g a
DB
S c
he
ck
pro
ced
ure
, to
be
ag
ree
d w
ith
SC
C a
nd
rev
iew
ed
ev
ery
5 y
ea
rs.
Sa
fe r
ecr
uit
me
nt
an
d
eq
ua
lity
an
d d
ive
rsit
y
po
licie
s
1.6
S
WT
will
op
era
te a
n a
gre
ed
Fre
ed
om
of
Info
rma
tio
n p
olic
y f
or
the
Co
un
try
sid
e E
sta
te b
ase
d o
n
the
Fre
ed
om
of
Info
rma
tio
n A
ct
20
00
Po
licy
in p
lace
U
plo
ad
po
licy
to
Sh
are
po
int.
Fre
ed
om
of
Info
rma
tio
n p
olic
y t
o b
e
ag
ree
d b
etw
ee
n S
WT
an
d S
CC
an
d
rev
iew
ed
ev
ery
5 y
ea
rs.
Th
is r
eq
uir
es
SC
C F
OI
to le
ad
on
FO
I in
qu
irie
s a
nd
fo
r
SW
T t
o a
ssis
t S
CC
in a
cco
rda
nce
wit
h
the
Po
licy
.
Fre
ed
om
of
info
rma
tio
n p
olic
y
1.7
S
CC
an
d S
WT
will
jo
intl
y m
ain
tain
a
Ris
ks
an
d I
ssu
es
log
ke
pt
up
to
da
te
Act
ivit
y r
ep
ort
to
R
eg
iste
r to
be
re
vie
we
d a
t q
ua
rte
rly
9
Page 149
18
S
erv
ice
Ob
ject
ive
Se
rvic
e D
eli
ve
rab
le
Me
tho
d o
f R
ep
ort
ing
No
tes
Ass
oci
ate
d
Do
cum
en
t
reg
iste
r o
f is
sue
s a
nd
co
nce
rns
tha
t
eit
he
r p
art
y b
elie
ve
will
aff
ect
th
e
de
live
ry o
f th
e s
erv
ice
an
d
ach
iev
em
en
t o
f th
e b
usi
ne
ss p
lan
.
qu
art
erl
y m
ee
tin
g
Off
ice
rs’
me
eti
ng
s.
KP
I 2
P
rote
ctio
n o
f La
nd
2.1
S
WT
will
ma
na
ge
all
site
s d
ire
ctly
ma
na
ge
d b
y S
WT
in li
ne
wit
h
ag
ree
d m
an
ag
em
en
t p
lan
s/b
rie
fs.
All
site
s m
an
ag
ed
acc
ord
ing
to
ag
ree
d
ma
na
ge
me
nt
pla
ns
an
d b
rie
fs.
Nu
mb
er
an
d %
of
SS
SIs
in f
avo
ura
ble
/
fav
ou
rab
le r
eco
ve
rin
g c
on
dit
ion
– in
cre
ase
d
or
de
cre
ase
d.
Nu
mb
er
an
d %
of
SN
CIs
in a
ctiv
e
ma
na
ge
me
nt
An
nu
al p
erf
orm
an
ce
rep
ort
, w
hic
h w
ill b
e a
pu
blic
do
cum
en
t
SW
T w
ill r
ep
ort
pro
gre
ss o
n
ma
na
ge
me
nt
of
all
SS
SIs
an
d S
NC
Is
incl
ud
ing
pro
gre
ss t
ow
ard
s a
chie
vin
g
Bio
div
ers
ity
20
20
ta
rge
ts a
nd
NE
RC
Act
(20
06
) fo
r S
NC
I’s.
Th
is is
me
asu
red
an
nu
ally
an
d r
ep
ort
ed
to
De
fra
.
Nu
mb
er
of
site
ma
na
ge
me
nt
pla
ns/
bri
efs
an
d/o
r a
gre
ed
wo
rk p
rog
ram
me
s
to b
e r
ep
ort
ed
. F
orm
at
of
con
ten
t to
be
ag
ree
d b
etw
ee
n S
WT
, S
CC
an
d
Na
tura
l En
gla
nd
.
2.1
S
WT
will
re
vie
w m
an
ag
em
en
t
pla
ns
or
ma
na
ge
me
nt
bri
efs
fo
r a
ll
site
s o
n a
ro
llin
g p
rog
ram
me
.
Ma
na
ge
me
nt
pla
ns
will
be
con
sen
ted
by
Na
tura
l En
gla
nd
(wh
ere
ap
pro
pri
ate
) a
nd
ag
ree
d b
y
SC
C a
nd
ma
na
ge
me
nt
bri
efs
will
be
ag
ree
d b
y S
CC
Ma
na
ge
me
nt
pla
ns
an
d b
rie
fs a
gre
ed
by
Na
tura
l En
gla
nd
an
d S
CC
an
d in
pla
ce w
ith
an
ag
ree
d t
ime
tab
le.
An
nu
al p
erf
orm
an
ce
rep
ort
M
an
ag
em
en
t p
lan
s
an
d m
an
ag
em
en
t
bri
efs
- r
ev
iew
pro
gra
mm
e
2.2
S
WT
will
me
asu
re t
he
pe
rce
nta
ge
of
ne
w p
rio
rity
en
cro
ach
me
nts
reso
lve
d o
r p
ass
ed
to
SC
C f
or
reso
luti
on
.
Gre
en
10
0%
Am
be
r 8
0-9
0%
Re
d <
80
%
Sh
are
Po
int
as
fou
nd
an
d r
ep
ort
ed
in A
nn
ua
l
rep
ort
En
cro
ach
me
nts
are
re
po
rte
d a
s fo
un
d
to S
CC
via
th
e m
on
thly
clie
nt
off
ice
r
me
eti
ng
En
cro
ach
me
nts
pro
ced
ure
2.3
S
WT
will
su
pp
ort
act
ion
ta
ke
n o
n
pri
ori
ty e
ncr
oa
chm
en
ts b
y S
CC
an
d
de
al w
ith
an
y m
an
ag
em
en
t is
sue
s.
En
cro
ach
me
nts
pro
ced
ure
co
mp
lied
wit
h
An
nu
al p
erf
orm
an
ce
rep
ort
An
en
cro
ach
me
nt
pro
ced
ure
will
be
ag
ree
d b
etw
ee
n S
CC
an
d S
WT
an
d w
ill
be
re
vie
we
d e
ve
ry 5
ye
ars
.
En
cro
ach
me
nts
pro
ced
ure
2.4
S
WT
will
ma
na
ge
pu
blic
acc
ess
to
lan
d s
ub
ject
of
acc
ess
ag
ree
me
nts
incl
ud
ing
ma
na
gin
g t
rav
elle
rs’
incu
rsio
ns
Ma
na
ge
me
nt
of
pu
blic
acc
ess
to
acc
ess
ag
ree
me
nt
ow
ne
rs’
sati
sfa
ctio
n a
nd
as
set
ou
t in
ma
na
ge
me
nt
pla
ns
an
d m
an
ag
em
en
t
bri
efs
An
nu
al p
erf
orm
an
ce
rep
ort
Ap
pro
pri
ate
ma
na
ge
me
nt
of
acc
ess
ag
ree
me
nt
lan
d t
o b
e a
gre
ed
be
twe
en
SW
T a
nd
lan
do
wn
ers
an
d t
o b
e
rev
iew
ed
at
an
nu
al m
ee
tin
gs.
Pro
ced
ure
no
te o
n
ma
na
ge
me
nt
of
acc
ess
ag
ree
me
nt
lan
d
9
Page 150
19
S
erv
ice
Ob
ject
ive
Se
rvic
e D
eli
ve
rab
le
Me
tho
d o
f R
ep
ort
ing
No
tes
Ass
oci
ate
d
Do
cum
en
t
P
roce
du
re t
o b
e s
et
ou
t in
pra
ctic
e
no
te o
n m
an
ag
em
en
t o
f a
cce
ss
ag
ree
me
nt
lan
d
KP
I 3
S
ust
ain
ab
le W
oo
dla
nd
Ma
na
ge
me
nt
3.1
S
WT
an
d S
CC
will
jo
intl
y a
gre
e a
Su
sta
ina
ble
Wo
od
lan
d
Ma
na
ge
me
nt
Po
licy
by
De
cem
be
r
20
14
th
at
sets
ou
t th
e p
rin
cip
les
of
Su
sta
ina
ble
Wo
od
lan
d
Ma
na
ge
me
nt
an
d a
ctio
ns
to
de
live
r it
th
ere
aft
er.
Po
licy
in p
lace
by
De
cem
be
r20
14
S
ha
reP
oin
t S
ust
ain
ab
le W
oo
dla
nd
Ma
na
ge
me
nt
Po
licy
– o
ve
rarc
hin
g P
olic
y t
ha
t
en
cap
sula
tes
the
su
sta
ina
ble
pri
nci
ple
s
of
ma
na
gin
g t
he
wo
od
lan
d.
Th
ese
be
ing
Acc
ess
, B
iod
ive
rsit
y a
nd
Pro
du
ctiv
ity
. T
he
do
cum
en
t w
ill b
e
ag
ree
d b
etw
ee
n S
WT
, SC
C a
nd
th
e
Fo
rest
ry C
om
mis
sio
n.
Su
sta
ina
ble
Wo
od
lan
d
Ma
na
ge
me
nt
Po
licy
3.2
S
WT
will
dra
w u
p W
oo
dla
nd
ma
na
ge
me
nt
Pla
ns
an
d a
Su
sta
ina
ble
Wo
od
lan
d
Ma
na
ge
me
nt
Str
ate
gy
by
De
cem
be
r 2
01
5.
Str
ate
gy
in p
lace
by
De
cem
be
r 2
01
5 t
ha
t
ha
s b
ee
n a
gre
ed
by
SC
C a
nd
SW
T a
nd
th
e
Fo
rest
ry C
om
mis
sio
n
Str
ate
gy
up
loa
de
d t
o
Sh
are
Po
int
Wo
od
lan
d M
an
ag
em
en
t st
rate
gy
ba
sed
on
th
e p
rin
cip
les
of
the
Su
sta
ina
ble
Wo
od
lan
d P
olic
y.
Th
is in
form
ati
on
form
s th
e b
asi
s o
f re
vis
ed
Wo
od
lan
d
Ma
na
ge
me
nt
Pla
ns
tha
t w
ill b
e c
rea
ted
as
pe
r M
an
ag
em
en
t P
lan
Sch
ed
ule
Su
sta
ina
ble
Wo
od
lan
d
Ma
na
ge
me
nt
Str
ate
gy
KP
I 4
P
ub
lic
En
ga
ge
me
nt
4.1
S
WT
will
ma
na
ge
all
site
s to
th
e
ag
ree
d v
isit
or
serv
ice
s st
an
da
rds
an
d e
nsu
re t
ha
t p
eo
ple
are
no
t
dis
crim
ina
ted
ag
ain
st b
eca
use
th
ey
sha
re c
ert
ain
pro
tect
ed
cha
ract
eri
stic
s a
s se
t o
ut
in
Eq
ua
lity
Act
20
10
Co
mp
lian
ce w
ith
th
e v
isit
or
serv
ice
sta
nd
ard
s.
Nu
mb
er
of
imp
rove
me
nt
me
asu
res
ou
tsta
nd
ing
an
d c
om
ple
ted
fro
m p
rev
iou
s
ye
ar
– in
cre
ase
d o
r d
ecr
ea
sed
Ag
ree
d b
y 3
1st
Ma
rch
20
15
VS
S u
plo
ad
ed
to
Sh
are
Po
int
A p
rog
ram
me
of
‘We
lco
me
Au
dit
s’ w
ill
be
un
de
rta
ke
n b
y S
CC
wit
h S
WT
an
d
imp
rov
em
en
t
me
asu
res
will
be
carr
ied
ou
t b
y S
WT
as
ag
ree
d w
ith
SC
C.
Vis
ito
r se
rvic
es
sta
nd
ard
s fo
r si
tes
an
d
an
y c
ha
ng
es
an
d s
tan
da
rds
for
the
Est
ate
to
be
ag
ree
d b
etw
ee
n S
WT
&
SC
C.
Vis
ito
r se
rvic
es
sta
nd
ard
s to
be
rev
iew
ed
ev
ery
5 y
ea
rs.
Pro
gra
mm
e f
or
‘We
lco
me
Au
dit
s’ a
nd
tim
esc
ale
s fo
r
com
ple
tin
g a
ctio
ns
to b
e a
gre
ed
be
twe
en
SW
T &
SC
C.
We
lco
me
Au
dit
will
ta
ke
acc
ou
nt
of
SC
C/
SW
T S
av
ing
s P
lan
20
14
/15
–
15
/16
.
Vis
ito
r Se
rvic
es
Sta
nd
ard
s
Ha
nd
bo
ok
.
9
Page 151
20
4.2
S
WT
will
co
mp
ly w
ith
th
e
corp
ora
te r
ep
rese
nta
tio
n
sta
nd
ard
s.
SW
T f
ully
co
mp
ly w
ith
sta
nd
ard
s A
nn
ua
l pe
rfo
rma
nce
rep
ort
Co
rpo
rate
re
pre
sen
tati
on
sta
nd
ard
s to
be
ag
ree
d b
etw
ee
n S
WT
& S
CC
an
d
rev
iew
ed
ev
ery
5 y
ea
rs
An
y b
rea
che
s w
ill b
e c
on
sid
ere
d a
s p
art
of
the
issu
e r
eso
luti
on
pro
toco
l
Co
rpo
rate
rep
rese
nta
tio
n
Gu
ide
line
s.
4.3
S
WT
will
op
era
te a
n a
gre
ed
com
me
nts
, co
mp
lime
nts
an
d
com
pla
ints
po
licy
co
mp
ati
ble
wit
h
SC
C’s
po
licy
All
com
pla
ints
re
solv
ed
wit
hin
po
licy
An
nu
al p
erf
orm
an
ce
rep
ort
Co
mm
en
ts,
com
plim
en
ts a
nd
com
pla
ints
po
licy
to
be
ag
ree
d
be
twe
en
SW
T &
SC
C
Po
licy
to
be
re
vie
we
d e
ve
ry 5
ye
ars
.
Wh
ere
co
mp
lain
ts a
re u
nre
solv
ed
wit
hin
90
da
ys
the
y w
ill b
eco
me
pa
rt o
f
Issu
e r
eso
luti
on
Co
mm
en
ts,
com
plim
en
ts a
nd
com
pla
ints
po
licy
4.4
S
WT
will
re
cord
vo
lun
tee
r d
ay
s fo
r
ea
ch s
ite
an
d f
or
the
wh
ole
est
ate
.
Nu
mb
er
of
vo
lun
tee
r w
ork
da
ys
reco
rde
d
for
the
ye
ar
for
the
Est
ate
co
mp
are
d y
ea
r
on
ye
ar.
An
nu
al p
erf
orm
an
ce
rep
ort
Th
ese
sh
ou
ld b
e b
rok
en
do
wn
by
ma
in
loca
tio
ns.
4.5
S
WT
will
re
cord
pe
op
le e
ng
ag
ed
in
“in
form
al”
ed
uca
tio
na
l ev
en
ts e
.g.
wa
lks
an
d t
alk
s fo
r th
e E
sta
te.
Nu
mb
er
of
“in
form
al”
ed
uca
tio
na
l ev
en
ts
reco
rde
d f
or
the
ye
ar
for
the
Est
ate
.
An
nu
al p
erf
orm
an
ce
rep
ort
Co
ntr
ibu
tio
n t
o t
he
SC
C o
bje
ctiv
e t
o
incr
ea
se t
he
nu
mb
er
of
pe
op
le a
ctiv
e in
the
Co
un
try
sid
e.
Info
rma
l ed
uca
tio
n is
wa
lks.
Ta
lks
an
d e
ve
nts
.
To
use
an
ev
alu
ati
on
of
ev
en
ts
colle
cte
d f
rom
gro
up
lea
de
rs.
KP
I 5
Pro
pe
rty
- A
sse
t M
an
ag
em
en
t
5.1
S
WT
will
ma
inta
in t
he
co
nd
itio
n o
f
bu
ildin
gs
in li
ne
wit
h a
n a
gre
ed
Ass
et
Ma
na
ge
me
nt
Pla
n.
20
ye
ar
Ass
et
Ma
na
ge
me
nt
Pla
n a
gre
ed
by
SW
T a
nd
SC
C.
Re
pa
ir &
Ma
inte
na
nce
Pro
gra
mm
e,
pro
du
ced
by
1 N
ov
em
be
r e
ach
ye
ar
for
dis
cuss
ion
be
twe
en
SW
T a
nd
SC
C a
nd
ag
ree
d.
A p
rop
ert
y c
on
dit
ion
Su
rve
y t
o b
e
un
de
rta
ke
n e
very
5
ye
ars
by
SW
T.
Wri
tte
n r
ep
ort
to
qu
art
erl
y m
ee
tin
g
Ass
et
Ma
na
ge
me
nt
Pla
n t
o b
e k
ep
t
un
de
r co
nst
an
t re
vie
w.
An
nu
al
me
eti
ng
be
he
ld in
No
ve
mb
er
ea
ch
ye
ar
to a
gre
e t
he
wo
rk p
rog
ram
me
fo
r
the
fo
llow
ing
fin
an
cia
l ye
ar
Pe
rfo
rma
nce
will
be
re
po
rte
d t
o
qu
art
erl
y O
ffic
ers
’ m
ee
tin
gs
an
d t
o b
i-
an
nu
al m
ee
tin
gs
of
the
Pa
rtn
ers
hip
Co
mm
itte
e t
o a
sch
ed
ule
an
d a
fo
rma
t
to b
e a
gre
ed
be
twe
en
SW
T a
nd
SC
C.
Ass
et
Ma
na
ge
me
nt
Pla
n
Re
pa
ir a
nd
Ma
inte
na
nce
Pro
gra
mm
e
5.2
S
WT
will
ma
na
ge
th
e P
rop
ert
y o
n a
com
me
rcia
l ba
sis
to p
rov
ide
an
eco
no
mic
ally
su
sta
ina
ble
inco
me
to s
up
po
rt t
he
lon
g-t
erm
se
curi
ty
of
the
Co
un
trys
ide
Est
ate
.
SW
T w
ill m
ain
tain
th
e le
ve
l of
ren
tal r
etu
rn
fro
m p
rop
ert
y in
lin
e w
ith
ma
rke
t v
alu
e (
as
ass
ess
ed
by
th
e R
ICS
fo
r th
at
are
a),
exc
ep
t
wh
ere
th
ose
pro
pe
rtie
s h
ave
re
stri
ctio
ns
such
as
som
e f
arm
te
na
nci
es
an
d t
ied
pro
pe
rtie
s. {
spe
cifi
c p
rop
ert
ies
to w
hic
h t
his
An
ev
alu
ati
on
of
com
pa
rati
ve
ma
rke
t
va
lue
will
be
un
de
rta
ke
n e
very
5
ye
ars
by
SW
T.
Ba
selin
e d
ata
– C
he
ste
rto
n H
um
be
rts
Re
po
rt o
n a
nd
va
lua
tio
n o
f F
ree
ho
ld
Pro
pe
rty
Kn
ow
n a
s th
e S
CC
Co
un
try
sid
e E
sta
te 2
01
2.
Pro
pe
rty
incl
ud
es
a n
um
be
r o
f T
ied
Pro
pe
rtie
s a
nd
lon
g-te
rm f
arm
9
Page 152
21
a
pp
lies
are
to
be
list
ed
an
d a
gre
ed
wit
h
SC
C}
Ov
era
ll, m
ark
et
ren
ts a
cro
ss t
he
po
rtfo
lio
sho
uld
be
at
90
% a
s a
n a
ve
rag
e f
or
the
ye
ar
Fo
r A
pri
l 20
15
, S
WT
will
pro
vid
e a
Bu
sin
ess
Pla
n f
or
the
Pro
pe
rty
Po
rtfo
lio.
ten
an
cie
s w
hic
h c
urr
en
tly
do
no
t
ach
iev
e m
ark
et
ren
ts.
5.3
F
rom
Ap
ril 2
01
5,
pe
rfo
rma
nce
will
be
me
asu
red
ag
ain
st t
he
Bu
sin
ess
Pla
n a
nd
th
e r
ev
ise
d R
MP
Gre
en
>7
5%
Am
be
r 6
0-7
5%
Re
d <
60
%
An
nu
al P
erf
orm
an
ce
Re
po
rt
5.4
S
WT
will
co
mp
ly w
ith
H&
S
Re
gu
lati
on
s fo
r a
ll p
rop
ert
ies
10
0%
co
mp
lian
ce
An
nu
al P
erf
orm
an
ce
Re
po
rt
5.6
S
WT
will
en
sure
th
at
ren
t a
rre
ars
less
th
an
4%
, m
ea
sure
d a
t th
e e
nd
of
the
Fin
an
cia
l ye
ar.
Gre
en
<4
%
Am
be
r 4
-7%
Re
d >
7%
An
nu
al P
erf
orm
an
ce
Re
po
rt
5.7
S
WT
will
en
sure
th
at
the
lev
el o
f
va
can
t p
rop
ert
y is
less
th
an
7.5
%,
allo
win
g f
or
rea
son
ab
le t
ime
pe
rio
ds
for
ma
jor
refu
rbis
hm
en
t
be
twe
en
te
na
nci
es.
Gre
en
<7
.5%
Am
be
r 7
.5-1
0%
Re
d >
10
%
An
nu
al P
erf
orm
an
ce
Re
po
rt
9
Page 153
22
Dra
ft K
ey P
erf
orm
an
ce In
dic
ato
rs
A
nn
ex 4
S
UR
RE
Y W
ILD
LIF
E T
RU
ST
WIL
L M
AN
AG
E T
HE
LA
ND
TO
TH
E A
GR
EE
D S
ER
VIC
E D
EL
IVE
RY
SP
EC
IFIC
AT
ION
(S
DS
) A
ND
WIL
L B
E M
EA
SU
RE
D
ON
TH
E C
OM
PL
IAN
CE
WIT
H T
HE
SD
S A
ND
ON
TH
E K
EY
PE
RF
OR
MA
NC
E IN
DIC
AT
OR
S S
ET
OU
T B
EL
OW
.
KE
Y P
ER
FO
RM
AN
CE
IN
DIC
AT
OR
S
KP
I 1:
F
inan
cia
l A
nnual K
PI ta
rgets
as f
ollow
s:
·
Y1 (
2014/1
5):
SC
C c
ontr
ibution is £
859,0
00 (
reduction o
f £100,0
00)
·
Y2 (
2015/1
6):
SC
C c
ontr
ibution is £
759,0
00 (
furt
her
reduction o
f £100,0
00)
·
SC
C 2
016/1
7 a
nd t
here
aft
er
contr
ibution w
ill b
e d
epend
ent
on furt
her
join
t financia
l assessm
ent
of costs
, in
com
e a
nd e
xtern
al
fundin
g w
ith t
he
obje
ctive o
f w
ork
ing t
ogeth
er
to r
educe t
he c
ontr
ibution fro
m S
CC
to n
il by 2
021*.
*
Assum
es S
CC
Pro
pert
y p
ort
folio
continues t
o b
e m
anag
ed b
y S
WT
. 1.1
: D
eliv
ery
of re
duced S
CC
contr
ibution fro
m a
dditio
nal com
merc
ial opp
ort
unitie
s
KP
I ta
rgets
will
be fix
ed fro
m 2
016/1
7 o
nw
ard
s b
ased o
n t
he f
ore
cast
surp
lus fig
ure
s inclu
ded w
ithin
the b
usin
ess c
ases t
hat
will
be d
evelo
ped a
nd a
ppro
ved
during 2
014/1
5 a
nd 2
015/1
6. T
he t
arg
et
will
be r
evie
wed,
and if necessary
altere
d,
on a
n a
nnu
al b
asis
to r
eflect
furt
her
new
com
merc
ial opport
unitie
s a
nd/o
r additio
nal ext
ern
al fu
ndin
g o
pp
ort
unitie
s t
hat
are
identified a
nd a
ppro
ved w
ithin
the p
eri
od.
P
rogre
ss a
gain
st
targ
ets
to b
e m
easure
d a
t 6 m
onth
ly inte
rvals
.
9
Page 154
KP
I 2:
P
rote
cti
on
of
Lan
d
2.1
T
o d
eliv
er
pro
gre
ss t
ow
ard
s t
he G
overn
ments
Bio
div
ers
ity 2
020 T
arg
et
concern
ing ;
aim
ing t
o h
ave 9
0%
of priority
habitats
in favoura
ble
or
recovering
conditio
n a
nd a
t le
ast
50%
of S
ite o
f S
pecia
l S
cie
ntific I
nte
rest
(SS
SIs
) in
favoura
ble
conditio
n,
while
main
tain
ing a
t le
ast
95%
of S
SS
Is in favoura
ble
or
recovering c
onditio
n.
·
Yr
1 (
2014/1
5):
Est
ablis
h b
aselin
e d
ata
of S
SS
I’s s
ites/
units in favoura
ble
or
recovering c
onditio
n.
Non
-desig
nate
d p
riority
habitats
requir
e b
aselin
e
data
and a
schem
e o
f m
onitoring. A
gre
e a
targ
et
for
futu
re y
ears
on d
esig
nate
d s
ites;
and a
schem
e o
f m
onitoring c
onditio
n o
n n
on
-desig
nate
d
priority
habitats
that
can b
e r
ep
ort
ed a
gain
st.
·
Yr
2 (
2015/1
6):
Monitor
and r
ep
ort
ag
ain
st
targ
et
for
pro
gre
ss t
ow
ard
s t
he G
overn
ments
Bio
div
ers
ity T
arg
et
2020 in r
ela
tion t
o S
SS
I ta
rgets
.
·
Yr
3 (
2016/1
7):
Monitor
and r
ep
ort
ag
ain
st
targ
et
for
pro
gre
ss t
ow
ard
s t
he G
overn
ments
Bio
div
ers
ity T
arg
et
2020 in r
ela
tion t
o S
SS
I ta
rgets
.
·
Yr
4 (
2017/1
8):
Monitor
and r
ep
ort
ag
ain
st
targ
et
for
pro
gre
ss t
ow
ard
s t
he G
overn
ments
Bio
div
ers
ity T
arg
et
2020 in r
ela
tion t
o S
SS
I ta
rgets
.
·
Yr
5 (
2018/2
019):
Monitor
and r
ep
ort
ag
ain
st
targ
et
for
pro
gre
ss t
ow
ard
s t
he G
overn
ments
Bio
div
ers
ity T
arg
et
2020 in r
ela
tion
to S
SS
I ta
rgets
.
2.2
T
o e
nsu
re t
hat
all
of th
e S
NC
Is a
re in p
ositiv
e c
onserv
ation m
anag
em
ent
i.e.
agre
ed M
an
ag
em
ent
Pla
n, in
accord
ance w
ith T
he N
atu
ral E
nvironm
ent
and R
ura
l C
om
munitie
s (
NE
RC
) A
ct
(2006).
2.3
T
o e
nsu
re t
hat
any e
ncro
achm
ents
onto
SC
C land a
re a
ction
ed a
s p
er
the E
ncro
achm
ents
Pro
cedure
in o
rder
to p
rote
ct
the inte
gri
ty o
f th
e land h
old
ings
over
the p
eri
od o
f th
e leases.
Acc
om
pan
yin
g N
ote
·
There
is n
ot
yet
a m
eth
odolo
gy f
or
priority
habitats
outs
ide S
SS
Is a
nd p
roxi
es a
re s
ugg
este
d s
uch a
s s
ites b
ein
g w
ith a
recognis
ed land m
anag
em
ent
schem
e; E
nvironm
enta
l S
tew
ard
ship
and its
successor
schem
es,
and W
oodla
nd G
rant
Schem
e.
·
100%
of sites w
ill h
ave join
tly a
gre
ed
work
pro
gra
mm
es a
nd join
tly a
gre
ed m
anagem
ent
pla
ns w
ith N
atu
ral E
ngla
nd a
ppro
val w
here
rele
vant
e.g
.
desig
nate
d s
ites.
9
Page 155
24
KP
I 3:
S
usta
inab
le W
oo
dla
nd
Man
ag
em
en
t
Annual K
PI ta
rgets
as f
ollow
s:
Y
r 1 (
2014/1
5):
Und
ert
ake t
he f
ollow
ing:
·
Susta
inable
Woodla
nd M
an
ag
em
ent
Polic
y to b
e a
gre
ed b
y D
ecem
ber
2014
·
100%
SC
C C
E W
oodla
nds t
o h
ave a
Woodla
nd A
ssessm
ent.
Yr
2 (
2015/1
6):
·
50%
of w
oodla
nd
s h
ave join
tly a
gre
ed m
anag
em
ent
pla
ns.
·
Woodla
nd S
trate
gy t
o b
e d
evelo
ped b
y D
ecem
ber
2015
Yr
3 (
2016/1
7):
·
75%
of w
oodla
nd
s h
ave join
tly a
gre
ed m
anag
em
ent
pla
ns
Y
r 4 (
2017/1
8):
·
100%
of w
oodla
nd
s h
ave join
tly a
gre
ed m
anag
em
ent
pla
ns
Y
r 5 (
2018/1
9):
·
Monitoring t
he W
oodla
nd p
lans b
ased o
n t
he o
bje
ctives a
nd d
eliv
era
ble
s in the m
anag
em
ent
pla
ns.
A K
PI w
ill b
e d
evelo
ped t
o r
eflect th
is d
uring
the p
eri
od.
Acc
om
pan
yin
g N
ote
·
Susta
inable
Woodla
nd M
an
ag
em
ent P
olic
y –
overa
rchin
g P
olic
y that
encapsula
tes t
he s
usta
inable
princip
les o
f m
anagin
g t
he w
oodla
nd.
These b
ein
g
Access,
Bio
div
ers
ity a
nd P
roductivity. T
he d
ocum
ent w
ill b
e a
gre
ed b
etw
een S
WT
, S
CC
and t
he F
ore
str
y C
om
mis
sio
n.
·
Woodla
nd A
ssessm
ent
- to
surv
ey a
nd m
ap t
he w
oodla
nd r
esourc
e.
A w
oodla
nd invento
ry w
ill p
rovid
e info
rmation o
n w
oodla
nd c
om
positio
n a
nd t
he
volu
me o
f sta
nd
ing t
rees p
resent.
T
his
info
rmation c
an t
hen b
e u
sed t
o info
rm m
anag
em
ent
pre
scriptions a
nd p
rovid
e v
olu
me e
stim
ate
s o
f w
ood
available
for
sale
to local m
ark
ets
. T
his
data
will
be u
sed t
o c
reate
a G
IS s
tock m
ap a
nd S
ub
-Com
part
ment D
ata
base.
·
Cre
ate
indiv
idual W
oodla
nd M
an
ag
em
ent P
lans for
each w
oodla
nd o
r gro
up o
f w
oodla
nd
s.
These m
anag
em
ent
pla
ns a
re r
equired b
y t
he F
ore
str
y
Com
mis
sio
n in o
rder
to s
ecure
gra
nt
fundin
g.
·
Pro
duce a
30
-year
Str
ate
gic
Woodla
nd P
lan a
nd t
his
is to b
e a
gre
ed w
ith S
CC
, F
C a
nd N
E.
9
Page 156
KP
I 4:
P
ub
lic E
ng
ag
em
en
t
4.1
M
ain
tain
the n
um
ber
of
volu
nte
er
days a
nd s
eek t
o incre
ase t
hem
, data
alr
eady c
ollecte
d.
4.2
S
WT
will
measure
im
pro
vem
ent
in V
isitor
Satisfa
ction o
n 5
key s
ites (
Chob
ham
Com
mon,
New
lands C
orn
er,
Worp
lesdon G
roup o
f C
om
mons, W
isle
y a
nd
Ockham
Com
mon a
nd N
orb
ury
Park
). A
nnual K
PI ta
rgets
as f
ollo
ws:
Y
r 1 (
2014/1
5):
Undert
ake t
he f
ollow
ing:
·
Esta
blis
h d
ata
by join
tly a
gre
ein
g p
rocedure
s a
nd s
urv
ey q
uestionn
air
e.
·
To join
tly a
gre
e a
num
ber
of ‘W
elc
om
e A
udits’ to
be u
ndert
aken in 2
015 t
o e
sta
blis
h t
he b
aselin
e .
Yr
1 (
2015/1
6):
Undert
ake t
he f
ollow
ing:
·
Undert
ake v
isitor
surv
eys a
t C
hobh
am
Com
mon a
nd W
orp
lesdon G
roup o
f C
om
mons.
·
Join
tly u
ndert
ake t
he ‘W
elc
om
e A
udit’s
’, a
gre
e a
ctions a
nd t
imescale
for
work
s.
Yr
3 (
2016/1
7):
·
Undert
ake v
isitor
surv
eys a
t N
ew
land
s C
orn
er.
Yr
4 (
2017/1
8):
·
Undert
ake v
isitor
surv
eys a
t W
isle
y a
nd O
ckham
Com
mon a
nd N
orb
ury
Park
.
Yr
5 (
2018/2
019):
·
Undert
ake a
ny furt
her
surv
eys a
s join
tly a
gre
ed a
t th
e S
WT
/SC
C O
ffic
ers
Meeting in 2
018.
4.3
T
he m
onitor
the n
um
ber
of people
eng
ag
ed in “
info
rmal” e
ducation
al events
e.g
. w
alk
s a
nd t
alk
s.
Yr
1 (
2014/1
5):
·
Esta
blis
h b
aselin
e d
ata
of p
eople
eng
ag
ed in “
info
rmal” e
ducation
al events
e.g
. w
alk
s a
nd t
alk
s.
Agre
e a
targ
et
for
futu
re y
ears
.
Yr
2 (
2015/1
6):
·
Monitor
and r
ep
ort
ag
ain
st
targ
et
for
the n
um
ber
of p
eople
eng
ag
ed in “
info
rmal” e
ducational events
e.g
. w
alk
s a
nd t
alk
s.
9
Page 157
26
Yr
3 (
2016/1
7):
·
Monitor
and r
ep
ort
ag
ain
st
targ
et
for
the n
um
ber
of p
eople
eng
ag
ed in “
info
rmal” e
ducational events
e.g
. w
alk
s a
nd t
alk
s.
Yr
4 (
2017/1
8):
·
Monitor
and r
ep
ort
ag
ain
st
targ
et
for
the n
um
ber
of p
eople
eng
ag
ed in “
info
rmal” e
ducational events
e.g
. w
alk
s a
nd t
alk
s.
Yr
5 (
2018/2
019):
·
Monitor
and r
ep
ort
ag
ain
st
targ
et
for
the n
um
ber
of
people
eng
ag
ed in “
info
rmal” e
ducational events
e.g
. w
alk
s a
nd t
alk
s.
A
cc
om
pan
yin
g N
ote
·
The a
im is
to incre
ase t
he p
ublic
engag
em
ent w
ith the C
ountr
ysid
e E
sta
te
in o
rder
to p
rom
ote
gre
ate
r public
aw
are
ness o
f th
e c
ountr
ysid
e,
why it is
import
ant
and w
hy it
needs m
anagin
g a
nd c
onserv
ing:
and t
o e
ncoura
ge g
reate
r physic
al activity for
all
ag
es a
nd a
bili
ties in t
he c
ountr
ysid
e.
·
Volu
nte
er
num
bers
should
continue t
o b
e r
ep
ort
ed a
gain
st
but
num
bers
are
to b
e “
main
tain
ed”
rath
er
than “
incre
ased”
year
on y
ea
r becau
se t
he
num
bers
are
reachin
g a
satu
ration p
oin
t. A
im w
ill b
e t
o incre
ase v
olu
nte
erin
g in a
ppro
pri
ate
are
as w
here
it
is n
ot
so p
revale
nt
now
.
·
The ‘W
elc
om
e A
udits’ w
ill b
e r
equired t
o t
ake a
ccount
of th
e S
CC
/ S
WT
Savin
gs P
lan 2
014/1
5 –
15/1
6, avoid
ing
are
as e
.g.
car
park
s,
inte
rpre
tation
where
there
are
ag
reed s
erv
ice s
avin
gs.
·
There
is a
desir
e fro
m b
oth
part
ies t
o incre
ase t
he n
um
ber
of p
eople
enjo
yin
g t
he C
ountr
ysid
e b
ut
vis
itors
need t
o b
e s
pre
ad a
cro
ss t
he E
sta
te r
ath
er
than just
focussed a
t key s
ites a
nd t
his
will
be b
ala
nced w
ith c
ontinuin
g to p
rote
ct th
e n
atu
re c
onserv
ation v
alu
e o
f th
ese s
ites.
KP
I 5:
P
rop
ert
y M
an
ag
em
en
t
5.1
.
All
renta
ls w
ill a
im t
o b
e w
ithin
the c
urr
ent m
ark
et
rent
bandin
g f
or
a p
rop
ert
y o
f com
para
ble
siz
e a
nd location b
ut
som
e v
ariation w
ill inevitably
occur
due t
o lease r
estr
ictions, tim
ings a
nd p
rop
ert
y c
onditio
n.
Overa
ll, m
ark
et
rents
acro
ss t
he p
ort
folio s
hould
be a
t 90%
as a
n a
vera
ge f
or
the y
ear.
5.2
. T
he d
eliv
ery
of th
e A
MP
will
be m
easure
d a
gain
st
the p
rop
ert
y c
onditio
n s
urv
ey (
Sto
ck S
urv
ey)
com
ple
ted a
s p
art
of th
e P
rop
ert
y B
usin
ess
Pla
n a
nd e
very
5 y
ears
there
aft
er.
5.3
T
o k
eep r
ent
arr
ears
at
less t
han 4
% p
er
annum
, m
easure
d a
t th
e c
om
ple
tion o
f year
end.
9
Page 158
5.4
T
o e
nsu
re t
hat
the v
acancy r
ate
of occupie
d p
rop
ert
y is m
inim
ised a
nd a
fter
takin
g in to a
ccount
time b
etw
een t
en
ancie
s f
or
refu
rbis
hm
ent
(not
to b
e m
ore
than is r
eason
able
), t
he a
vera
ge r
ate
is less t
han 7
.5%
per
annum
.
9
Page 159
Page 160
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