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Agenda

Audit and Scrutiny Committee – 19 October 2012 1

BRECON BEACONS NATIONAL PARK AUTHORITY

Telephone: (01874) 624437 Plas y Ffynnon Cambrian Way Brecon Powys LD3 7HP Dear Member A meeting of the AUDIT AND SCRUTINY COMMITTEE will be held in Conference Room 1, Plas Y Ffynnon, Cambrian Way, Brecon on FRIDAY 19 OCTOBER 2012 at 10.00 when your attendance is requested.

Yours sincerely John Cook

Chief Executive

Fire Evacuation Advice

In the event of a fire, please exit the building via the main staircase, and assemble in the car park at Assembly Point 3

THE NATIONAL PARK AUTHORITY HAS PREVIOUSLY AGREED THAT AUTHORITY MEETINGS BE FILMED AND WEBCAST LIVE TO THE

PUBLIC. YOU CAN VIEW THIS HERE: http://www.breconbeacons.public-i.tv/core/

AGENDA

1.0 Correspondence

2.0 Declarations of Interest

To receive any declarations of interest from members relating to items on the agenda. Members’ attention is drawn to the sheet attached to the attendance sheet and the need to record their declarations verbally and in writing, specifying the nature of the interest.

If Members have declared an interest in an item please ensure that you inform the Chair when you are leaving the room, so that this can be recorded in the minutes.

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3.1 Minutes To receive the minutes of the following meeting and to authorise the Chairman to sign them as a correct record:

• Audit and Scrutiny Committee – 7 September 2012 Enclosure 1

3.2 Decisions and Action Points from Previous Meetings Julia Gruffydd

To receive a report on decisions and actions not completed from the Authority, Planning, Access and Rights of Way Committee, and the Audit and Scrutiny Committee Enclosure 2.

4.0 Public Speaking

To give the public an opportunity to address the committee in line with the notice required under the Authority’s Public Speaking Scheme.

5.0 Budget Monitoring – Quarter 2

Elaine Standen

Report to: Audit and Scrutiny Committee

Date of meeting: 19th October 2012

Report Title:

Budget Monitoring – April to Sept 2012/13 Update

Report Author: Elaine Standen Finance Manager 01874 620467 [email protected]

Purpose of Report: To inform Members of actual expenditure against budget for the

first four months of the 2012/13 financial year

Enclosures Enclosure 3 - Budget Monitoring Summary – Revenue

Enclosure 4 - Budget Monitoring Summary - Capital

Background Papers None

Public Interest Test

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Recommendation That Members note the budget position

5.1 Revenue

At the end of the first six months of the year, actual net expenditure is in line with expectations overall but there are some significant variances. The full budget monitoring summary is provided in Enclosure 3. Results for each department are summarised below:

Department

Full Year Estimate 2012/13 £000

April – Sept Estimate 2012/13 £000

April – Sept Actual 2012/13 £000

Variance

£000

Planning and Development Control

1,168 584 487 (97)

Countryside and Community 2,125 1,062 1,089 27

Chief Executive’s Office

1,675 838 759 (79)

Other (195) (98) (23) 74

Total 4,773 2,386 2,312 (75)

Revenue Grant and Levies 4,536

Estimated Transfer from General Reserve

237

Estimated Balance on General Reserve at 1/4/2013

595

5.2 Principal Budget Variances

Spend and income are compared with the expected position at the end of the first 4 months of the year, ie that broadly 50% of the budget will be spent. Most of the variances at this stage in the year indicate timing differences in costs and income rather than issues which will affect the overall performance against the estimate. Significant variances have been highlighted below. These will be addressed in the revised estimates to be submitted to the next meeting of the Committee.

Countryside and Community

The Wardens budget is under-spent on a range of projects planned for the current year, although some of these were not expected to start until later in the year. The

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Wardens’ Depot at Ffrwdgrech will be over-spent by the end of the year by some £8,000. Under-spent staffing budgets in the East will be reallocated shortly by the Warden Service Manager. Vacancies in Ecology and the secondment of the Biodiversity officer to TGV have resulted in a budget saving but also a lack of staff resources in the section. Splash Project – the Major Projects Contracts Officer has negotiated an extension of this project using additional funding which has now been included in the budget but spend to date has been for salary only. Sustainable Tourism - the destination management and marketing project and visitor transport initiatives are in receipt of additional contributions as well as carry-forward budget. Budget amendments have been made to reflect this. The Collabor8 project, was completed on 30th June this financial year. It is subject to delayed receipt of the EU grant as a result of the lengthy claim and audit process, which causes an apparent overspend. As income is received in Euros, there is some risk that currency fluctuations and translation costs will increase net costs to the Authority – an earmarked reserve will help to mitigate the effect of any funding shortfalls. The Rural Alliances Project, continuing until 2015, is similarly affected by a lengthy claim procedure and potential currency losses. Much of the project management cost is charged to the Authority in Euros which helps to reduce exposure. A significant budget adjustment is still pending in the revised estimate to reflect the additional grant obtained from WG to match European funding. Also in sustainable tourism, expenditure on Beacons Bus is largely seasonal and depends on the timing of payments to bus operators. It is expected that income from the service will be down on last year. Publication of the Welcome Guide occurs towards the end of the year. In Community, the Sustainable Development Fund is still due to make payments of grants relating to some 2011/12 projects but unspent funds can now more easily be carried forward as the funding is within the Authority’s main revenue grant.

The Information Centres appear to be overspent because operating subsidies from Monmouthshire and Carmarthenshire are not received until the year end. Trading conditions at all the Centres and Car Parks (which take the bulk of their income during the spring and summer) continue to be difficult due to both poor weather and the economic downturn. Budgeted income will need to be revised in the estimates.

Planning and Development Control Local Plan expenditure in the current year reflects the timetable for the production of the new Local Plan and there is a substantial budget for the Planning Enquiry. The Pre-hearing Meeting has been set for 14th November 2012 and the Examination hearing sessions commence week beginning 14th January 2013. The budget includes an increased provision for the cost of the Programme Officer.

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Building Conservation grants, which were under-spent in 2011/12, are likely to be paid out towards the financial year end. Additional temporary staffing in the section will be reflected in the revised estimate. Development Control planning fees have been boosted by a single large fee of over £21,000. Enforcement expenditure includes termination costs which have yet to be included in the budget. A budget revision will be needed to reflect the increased costs of legal services for enforcement cases and the planned funding from reserves to support this. Chief Executives Office In general, timing issues explain the budget variances for this department to date. The Training budget has been increased by unspent funds carried forward from 2011/12 in relation to a management training project. The IT budget includes planned expenditure on the new website and webcasting plus the Public Sector Broadband project; all these are due to be substantially completed in the first half of the financial year. The Finance budget includes the cost of transfer to the new finance system, against which no expenditure has yet been incurred although work is ongoing – the new system having ‘gone live’ on 1 October. Other This section of the budget includes filming fees received, interest income and transfers to Earmarked Reserves. Transactions relating to reserves take place at the end of the financial year, as earmarked reserves are set up or utilised to support revenue spending.

5.3 Capital

Details of capital expenditure against budget are provided in Enclosure 4 Budget holders have been asked to provide quarterly profiled budgets for the first time in 2012/13 to enable more effective capital budget monitoring. By the end of quarter 2, managers anticipated a gross spend of some £160,000 but to the end of September, only £34,000 had been spent, although there are some outstanding orders for rights of way work and the IT projects, There has been a slower than expected start-up of a number of projects and CMT will continue to receive monthly reports on progress.

5.4 Conclusion

Revenue expenditure in total is broadly in line with the estimate for the first six months of 2012/13, although there are some significant variances within this. The progress of the LDP, larger tourism projects and trading at the visitor and information centres should be reflected in the revised budget, together with staffing changes. Capital projects will need to be reviewed in detail by CMT and budget managers to ensure that the available grant funding is fully spent.

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Corporate Implications

a) Financial, Staffing and

Improvement Effective budget management will help to foster improvements in the governance of the Authority.

b) Equality Efficient and effective budget management will facilitate implementation of the Authority’s priority actions to promote equality. An Equality Act screening form has not been completed for this report as it does not require policy or resource allocation decisions to be made by the Authority.

c) Human Rights Efficient and effective budget management will facilitate implementation of the Authority’s priority actions to promote human rights.

d) Sustainability Appraisal Efficient and effective budget management will facilitate implementation of the Authority’s priority actions to promote sustainability.

e) Biodiversity Impact Efficient and effective budget management will facilitate implementation of the Authority’s priority actions to promote biodiversity.

f) Contribution towards mitigating and adapting to the effects of climate change

Efficient and effective budget management will facilitate implementation of the Authority’s priority actions to mitigate and adapt to the effects of climate change.

g) National Park Management Plan Actions

Efficient and effective budget management will facilitate implementation of the Authority’s priority actions set out in the National Park Management Plan.

h) Background Papers None

i) Which Corporate Goal(s) does the recommendation support?

Improved trust and confidence in the Authority

RECOMMENDATION: That Members note the budget monitoring

report for April to September 2012.

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6.0 Performance Report: Exceptions

Paul Funnell

Report to: Audit and Scrutiny

Date of meeting: 19 October 2012

Report Title: Performance exceptions

Report Author: Paul Funnell IT Manager 01874 620459 [email protected]

Purpose of Report:

To update members on performance exceptions for the

period

Enclosures None

Background Papers

None


n/a

Recommendation That members note the report

6.1 Countryside & Land Management

Talybont Reservoir LNR designation: delayed owing to the site owners, DCWW, being in prolonged negotiations with a tenant farmer affected by the proposed LNR site boundaries. DCWW, CCW and BBNPA would prefer for areas of wetland habitat at the southern, upstream end of the Reservoir, to be included within the LNR boundary. DCWW also wishes to carry out habitat enhancements in the wetlands in order to improve water quality as it enters the reservoir. Inclusion in the LNR will have benefits to biodiversity but the land is currently within a farm tenancy. Upon resolution of this issue BBNPA and DCWW will need to conclude a Section 39 mgmt agreement (Wildlife and Countryside Act 1981 (as amended)), to give BBNPA the legal remit to designate the LNR.

The Capital works programme is making reasonable progress but some projects

planned for Q1 and Q2 have slipped. The Director of Countryside and Land

Management is working with the Conservation Manager and Warden Manager to

ensure any slippages are recovered and capital budgets are re-profiled where

necessary.

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Education, Interpretation and Information

Aside from Guided Walks; Education, Interpretation and Information are performing

on track up to the end of August (data for Sept will not be entered until after the

typing deadline).

Guided Walks: continues to under-perform with an average of 11-12 participants per

walk (target is 17) and the poor weather over the summer has not helped

participation. However, the numbers follow an on-going pattern that has not

changed over the last 2+ years, irrespective of different promotion efforts.

Participation rates also mirror those achieved by other organisations such as the

Brecon Beacons Park Society. Further consideration is to be given to the programme

for 2013/14.

Visitor Centres

Centres performance is reported by the separate Quarterly Trading Reports

Sustainable Communities

No performance exceptions to report

Sustainable Tourism

No service delivery performance exceptions to report

Results from the Scarborough Tourism Economic Activity Monitor (STEAM) for

2011 have been published and show an increase in visitor numbers from 3.9 m in

2010 to 4.1 m in 2011. The figures show a trend away from serviced to self-catering

accommodation and, stronger, a move from overnight to day visitors with the

increase due solely to the latter. The economic recession is certainly an underlying

factor but the Monitor has also calculated that the revenue impact of Tourism in the

National Park was £220m in 2011, which was a 2% above inflation rise in income into

the area in comparison to 2010.

Dark Skies Bid

The bid is making excellent progress and we are aiming to submit our application

formally to the International Dark Skies Association towards the end of October and

are hopeful that a decision will be reached around Christmas time. A Newsletter is

being prepared to inform Members and our partners of progress and recent

developments

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6.2 CEO Corporate Services

HR Sickness figures are above the quarterly average Q2 Q2 Actual Q2 Target % sickness absence 3.43% 3% No of days lost through sickness per FTE 4.56 4 days Note: Sickness absence is above the quarterly target due to three staff on long term absence during this period. Two cases have been resolved to date.

No other performance exceptions to report.

6.3 Planning

Strategy, Policy and Heritage The LDP is on track for the Pre-hearing Meeting on 14th November 2012 and for the Examination hearing sessions commencing week beginning 14th January 2013. The Brecon Conservation Area grants and Buildings at Risk Grants are underspent at this point in the financial year due to the long term sickness absence of the Senior Heritage Officer. In addition the Brecon and Talgarth Local List Public Consultation and the Hay on Wye Conservation Area Appraisal behind schedule for the same reason. Discussions are on-going as to possible temporary staff cover to progress these areas of work. Please see separate reports from development control and enforcement

RECOMMENDATION: That members note the report

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7.0 Enforcement Performance

Rhiannon Edwards


Date of meeting: 19th October 2012

Report Title:

Enforcement Update

Report Author: Rhiannon Edwards, Solicitor to the Authority

Purpose of Report:

To provide Members with an update in relation to the

enforcement department

Enclosures None

Background Papers

None


N/A

Recommendation Members are asked to note the content of the report

7.1 Monthly Closures

The target set in February 2012 for the number of files closed per Officer per month

was 8. The following table sets out the number of closures that have been achieved

since March 2012:

Closed and suspended

per officer

Total closed and

suspended

March 2012

8 cases per Officer

16

April 2012

8 cases per Officer

16

May 2012

8 cases per Officer

16

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June 2012 9 and 10 cases per Officer

19

July 2012

6 and 7 per officer

13

August 2012

4 per officer

(plus preparation of 6

Planning Contravention

Notices, one Enforcement

Notice, site visit by both

officers on major

investigation, EGM report

for urgent action and

evening bat monitoring)

8

September

5 per officer

(plus preparation of 3

Planning Contravention

Notices, 1 Breach of

Condition Notice, 1

Enforcement Notice and

preparation for direct

action)

10

The closure and suspension rates in August and September are below the target

figure of 8 per officer per month. The enforcement officers are currently dealing

with a several substantial and time consuming matters. In addition, as can be seen

from the table above, a large amount of preparatory work has been undertaken on

matters that are likely to proceed to formal action. Inevitably such preparation is

time consuming, however, it will result in additional resolutions in the coming

months.

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7.2 Current figures

Month Active files Parked Backlog New complaints

July

116

130 15

August 115 130 7

September 125 124 14

7.3 Parked Backlog

The new enforcement officer joined the team on 1st October 2012 on a twelve

month temporary contract. Her role is to deal with the parked backlog cases. The

parked backlog cases have been separated into area and within each area broken

down into the categories that they were assigned when they were reviewed.

7.4 Management

The management of the enforcement team by the Solicitor to the Authority will

cease on 1st November 2012 when the team will be returned to the planning

directorate. It is intended that the hand-over will be phased to ensure that it is as

smooth as possible and that the significant performance improvements are

maintained. In any event, the previously close working relationship between the

enforcement and legal department will continue once the handover has taken place.

7.5 Recommendations for continued improvement

There have been a number of factors that have contributed to the performance

improvements in the enforcement department:

a) Separation of roles

i. It was apparent in February 2012 that there was no clear distinction between the roles of enforcement officers and technicians. The enforcement technician role (which is job-shared by two technicians) was expected to investigate and resolve a full case load of approximately 30 files. Each of the three enforcement officers had approximately 30 files each. This meant that

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there was no administrative support for the experienced enforcement officers who spent a great deal of time undertaking administrative tasks such as photocopying whilst inexperienced technicians attempted to investigate and resolve enforcement complaints.

ii. The caseload was removed from the technicians and the caseload for each enforcement officer was increased to approximately 60 (following the departure of the third enforcement officer). The technicians now undertake the initial desktop investigation prior to a new complaint being passed to the enforcement officers. The enforcement administrator provides overarching office management and administrative support to the whole team.

b) File management

i. In February/March 2012 it was apparent that the enforcement matters logged on the Uniform management system did not match the physical files in our possession. A database was set up to capture the details of the physical files and then to cross reference with the information held on the Uniform system. This uncovered numerous duplications and discrepancies that have been rectified.

ii. The database is used by the whole team to give an immediate snapshot of the progress of all files. Each day the enforcement officer produces database update sheets for the department administrator who, amongst many other tasks, updates the information.

iii. The database forms the basis for the monthly file reviews that have taken place at the beginning of each month. This allows the officers and line manager to review the progress of all files and to ensure that none of them are overlooked.

c) Administrative support

i. It was apparent in February 2012 that the lack of administrative support was causing major problems in the enforcement department. It was also clear that the provision of one (job-shared) technician role was wholly inadequate to allow the enforcement officers to work to their full capacity. A member of staff from the Corporate Services directorate was deployed to provide an administrative function for the enforcement department.

A very significant factor that has brought about the improvements in

performance is the provision of an enforcement administrator. It is essential

that this role continues. It would not be possible for this function to be

absorbed by DC Admin as the administrator must have a detailed knowledge

of the enforcement files, processes and database and provide continual

support.

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Whilst the new staff and management changes are taking place it is intended

that the enforcement administrator will remain in place and the post will

continue to be funded by the legal department for a further period of 3-6

months. This will ensure that there is continuity of process while the other

changes take place.

7.6 Conclusion

To ensure future continued improvements in performance it is recommended that

the clear separation of roles in the team continues; that the files management

processes that have been put in place are continued with and developed and that

there is on-going provision of an enforcement administrator as a clear and distinct

role from that of enforcement technician.

Corporate Implications a) Financial, Staffing and Improvement There are no new issues other than the

ongoing impact on the legal department, and the vacant post in the enforcement department.

b) Equality There do not appear to be any equality issues in relation to this report

c) Human Rights There do not appear to be any human rights issues in relation to this report

d) Sustainability Appraisal There do not appear to be any sustainability implications in relation to this report

e) Biodiversity Impact There do not appear to be any biodiversity impact implications in relation to this report


Not applicable


These do not appear to be relevant to this report

h) Background Papers Previous reports to Committee i) Which Corporate Goal(s) does the

recommendation support? 1. Taking Care of Planning 2. Taking Care of Business

RECOMMENDATION: Members are asked to note the content of the report

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8.0 Development Control Performance – Quarter 2

Christopher Morgan


19th October 2012

Report Title:

Development Control Performance Report Author: Chris Morgan

Director of Planning 01874 620432 [email protected]

Purpose of Report: To apprise Members of the latest performance figures in terms of development control.

Enclosures Enclosure 5 - DC Applications - rolling month Enclosure 6 - DC Applications - age Enclosure 7 – WG Percentage of planning applications determined within 8 weeks by planning authority

Background Papers None Public Interest Test N/A Recommendation To note the latest set of performance figures for

Development Control

8.1 Development Control Performance

Members will be aware that 2011/2012 saw a 16% increase in valid applications received by the BBNPA over the whole year. The rise in application numbers continues through the 1st half of this year with 319 valid applications received (all types) between 01/04/12 and 30/09/12 as opposed to 278 for the same period 01/04/11 to 30/09/11.

Application Age There are a total of 167 applications (of all types, including LBC’s, Certificates of Lawfulness, Agricultural Notifications etc) carried forward as of the 3rd October 2012. Of these, 62 applications are above 13 weeks of age and represent the total Backlog of applications. A further 31 applications are between 8 and 13 weeks of age. Referring to the graph in Enclosure 6 (DC Applications – age), whilst the trend in over 13 week applications is seen as quite stable, the number of applications in the 8 to 13 week category is seen to be increasing. However, all categories of backlog application remain at lower levels than the peeks in January of this year. 74 Applications are on hand within the 8 week determination period in order to make inroads into increasing 8 week performance but it should be noted that 27

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applications (approx. 17%) within the total of 167 above are for Listed Building Consent and unlikely to be determined within 8 week time scales due to legislative and procedural requirements. Determination on the Rolling Month Enclosure 5 (DC Applications – Rolling Month) represents the monitoring of applications which are counted by all planning authorities as part of the regular quarterly returns to Welsh Government (PS1 returns). The applications counted in these tables exclude applications for LBC, Conservation Area Consent, Notifications under the General Development Order (agricultural notifications, telecoms) and Certificates of Lawfulness The latest monitoring shows that “Determinations within 8 weeks” has fallen to 51% as of 3rd October 2012 from its high point in the 1st Quarter of 76% on 3rd May. This is an inevitable consequence of determining a higher number of applications within 8 - 13 weeks or applications over 13 weeks of age. Whilst 8 week determination speed may have dropped, productivity remains high as the service again determined slightly more applications than were received (39 decided, 37 received) during the monitoring period. 86% of all applications determined were approved. Quarterly comparison. Quarterly comparison against other Authorities is available (but usually published a quarter behind) from the Welsh Government. At the time of writing this report, Quarter 2 figures for this Authority are to be compiled and submitted shortly to WG. However, tables are available for Q1 of 2012/2013 and are given in Enclosure 7. The table given shows comparison with all other Welsh Authorities. Members may wish to know that BBNPA determined a higher number (BBNPA 116) of applications during Q1 than PCNPA (109) or SNPA (100)

Corporate Implications a) Financial, Staffing and Improvement Unknown at this stage, and will depend

on future work/initiatives b) Equality None specific to this Report c) Human Rights None specific to this Report d) Sustainability Appraisal In train e) Biodiversity Impact Any positive changes to the Planning

Service will bring many positive benefits to biodiversity through improved planning applications and by seeking

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planning obligations. f) Contribution towards mitigating and

adapting to the effects of climate change

Any positive changes to the Planning Service will help mitigate against climate change through sustainable building design and concomitant reductions in carbon emissions.


Managing the historic environment. Managing the natural environment. Managing biodiversity. Building and maintaining sustainable communities, towns and villages. Sustainable economic development.

h) Background Papers None i) Which Corporate Goal(s) does the

recommendation support? 3. Taking Care of Planning

RECOMMENDATION: To note the latest set of performance figures for Development Control

9.0 Improvement Objective Performance Report: Confidence and Accessibility Julia Gruffydd / Paul Funnell

Report to: Audit and Scrutiny Committee – 19 October 2012

Report Title: Improvement Objective Performance Report: Confidence and Accessibility

Report Author: Julia Gruffydd (Democratic Services Manager) Tel: 01874 620400 [email protected] Paul Funnell (IT and Systems Manager) Tel: 01874 620459 [email protected]

Purpose of Report: To update members against progress on Improvement Objective 4 for the current year: Public confidence in and accessibility to the Authority’s conduct of business and governance will be improved

Enclosures None

Background Papers Business Improvement Plan 2012-13

Public Interest Test Not applicable

Recommendation To note the report

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9.1 Selection of Objective

Under the Authority’s Corporate Goal “Taking Care of Business” officers worked

through a three year plan to improve the organisation’s internal business, to be

completed by end of 2011-12 under the following headings:

• Finance • Performance • Information Governance

The work carried out under these headings has been documented elsewhere but the success has been externally verified by increasingly positive internal and external audit reports during the last three years, culminating in the recent Improvement Assessment Letter and ISO260 report presented to the Authority on 28 September 2012. Whilst this work continues, and will include further improvements based on good practice and audit recommendations, members and officers wished to address the issue of public confidence in that while internally we were sure that our business and governance had improved, the message still needed to be reinforced outside the organisation in order to build trust and improve confidence. The improvements put in place in the planning service have helped greatly in this regard, and we have had positive feedback from applicants, agents and communities that these improvements have been noted and welcomed. In determining the improvement objectives for 2012/2013, the Authority took the following into account:

• The outcomes of community stake holder consultations that took place between 2010 and 2012 for the National Park Management Plan and the Local Development Plan with a strong alignment to the National Park Management Plan Priority Actions.

• Meeting held with over 25 Community Councils to find out what is important to them.

• The newly developed Community Council Charter which sets out how we aim to work together for the benefit of local communities which follows on from the Community Engagement Strategy Action Plan from April 2010 which aimed to develop enhanced communication between community councils and the National Park Authority.

• The Future Directions Forum in early October 2011 at which Members agreed that the Corporate Goals should remain unchanged and identified priorities for inclusion within objectives.

• Joint Management Team workshops in late October 2011 to link priority actions from the National Park Management Plan with the Authority’s Corporate Goals, annual objectives, the strategic grant letter, outcome agreements and individual work programmes with an aim to streamline these processes and simplify them for all concerned.

• Results Based Accountability (RBA) workshops in early December 2011 at which Members and Officers identified outcome based objectives for 2012/2013 for each of the Corporate Goals.

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• A final meeting of the Joint Management Team at which the annual objectives were refined and improvement objectives were identified.

During all these sessions we looked at each individual objective and particularly focused upon results based accountability with these questions in mind:

• Why are we focusing on this outcome?

• What we do?

• How well we do it?

• What success will look like?

• Is anyone better off? Communicating to the public about how the Authority makes its decisions and how the public can access the process and contribute was seen as a key priority for 2012-13 as well as the logical ‘next step’ in improving public confidence. The following objectives were therefore selected and were included in the Business Improvement Plan for this year: 1. Facilitate the accessibility of all stakeholders to the governance of

the Authority by

• Implementing the scrutiny process

• Producing a clear information source on decision making and the public’s engagement with this

• Helping the public access the Authority’s meetings via webcast

2. Improve governance and decision making by ensuring all members receive induction and development appropriate to their roles through:

• Designing, delivering and evaluating an induction programme for new members

• Providing ongoing learning opportunities for returning members

3. Improve information governance through:

• Better records management

• Greater awareness of Data Protection and Freedom of Information Acts

• New business continuity arrangements

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9.2 How we planned to do it

Scrutiny

• Carrying out two formal scrutiny reviews before March 2013 on

improvement objectives, one from the previous financial year and one from

the current financial year.

• Continuing to develop Member and Officer skills on the principles of scrutiny

and its important role in building trust and confidence and leading to service

improvements.

Community Engagement

• Taking forward the Community Charter Action plan and feeding back results

to communities.

• Providing an information source on decision making and how the public could

access and engage with this

Webcasting

• Conducting an 18 month pilot of webcasting the three main public meetings –

National Park Authority, Planning, Access and Rights of Way Committee, and

the Audit and Scrutiny Committee.

• Evaluating and reporting findings back to the Welsh Government’s Office of

the Chief Information Officers (WG OCIO) as per the project definition.

• Report and usage figures and direct feedback from users.

• Further engaging with communities via forums and clusters to help publicise

and guide the project and to gauge its success

• Using the webcasts as a training aid within the Authority and externally.

Information Governance

Improve information governance through:

• Better records management

• New business continuity arrangements

• Greater awareness of Data Protection and Freedom of Information Acts

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9.3 Performance to Date

The following measures were set out in the Authority’s Business Improvement Plan published earlier this year, and on which the Authority has recently been audited with the following conclusion: “Based on, and limited to, work carried out to date by the Wales Audit Office I believe that the Authority is likely to comply with the requirement to make arrangements to secure continuous improvement during this financial year.”

Measures of Success: Member development and

scrutiny

2012-2013 Target

2012-13 Actual to 30 September 2012 (half year)

Number of training sessions made available to individual

Members during the period.

7 3.9

Percentage % of Members attending training sessions.

75% 68%

Total number of training days held.

168 97

Carry out scrutiny reviews with recommendations and

action plans for service improvements arising out of the

scrutiny reviews approved by the Authority Members.

Two scrutiny

reviews

completed

and approved

by March

2013.

First scrutiny review completed and reported to Audit and Scrutiny Committee on 19 October 2012.

Second review scoped and panel of 5 members established, plus external panel of interested organisations which is giving a valuable community dimension to the review

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Measure of success:

Webcasting 2012-2013 Target

2012-13 Actual to 30 September 2012 (half

year)

Conduct an 18 month

pilot of webcasting three

main committee meetings.

From 29 June 2012 to webcast all meetings of main committees (for 18 months).

All NPA, PAROW and ASC meetings filmed since 27 April 2012.

Positive feedback received for 12 meetings webcast seeing a total of 267 live and 960 archive viewings

Supporting good governance and transparency – supportive comments from WLGA observer and OCIO Welsh Govt.

Added value as reference source and potential training tool for community councils and other organisations

Hire of facilities promoted via WLGA

network – flyer ready for wider

distribution Survey finding: Members

and community groups

judging webcasting as

“useful” or “very useful” –

survey to be conducted at

halfway point of pilot

75%

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9.4 What do we still need to do?

1. Scrutiny Provide scrutiny development session for new members to help them get up to speed with BBNPA scrutiny.

Promote further involvement by public through website, meetings and word of mouth

2. Webcasting Continue to promote facilities and concept of open government (in partnership with Welsh Government and WLGA)

Consider how the use of social media will further encourage public engagement with decision making

3. Information Governance

Produce a taxonomy and file plan Follow up on action plan required by the Records Management Policy

9.5 Key Constraints and Challenges

There are a number of identified risks to achieving the objectives this year:

• Ability of members to commit time to scrutiny and to further development

• Uptake and awareness of webcasting

• Managing the governance implications of social media integration

• Funding constraints to webcasting after the initial funded period

9.6 Opportunities

However, there are also opportunities for further improvement.

• Social media to complement webcasting, to further help the public engage

Information

Governance 2012-13

Actual to 30 September 2012 (half

year) Training for staff on Data Protection and

Freedom of Information Technical improvements to system

resilience, backup and recovery Draft revisions to key policies Preliminary audit on archives Specialist in-depth training on DPA for

Data Protection Officer

Agenda


• Use of scrutiny to improve performance and public engagement

• Effectiveness of member development programme in maintaining level of good governance

These opportunities are now providing the basis for the emerging objectives for

2013-14.

Corporate Implications a) Financial, Staffing and Improvement Objectives have been built into work

programmes this year but capacity continues to be an issue, particularly with webcasting.

b) Equality The aim of the objectives is to facilitate access to the business of the Authority for all individuals

c) Human Rights There do not appear to be any human rights issues in relation to this report

d) Sustainability Appraisal There do not appear to be any sustainability implications in relation to this report

e) Biodiversity Impact There are no biodiversity impact implications in relation to this report


The objectives, particularly in relation to webcasting, could lead to fewer journeys to attend Authority meetings


Supports the work towards encouraging sustainable communities

h) Background Papers None i) Which Corporate Goal(s) does the

recommendation support? 2. Taking Care of Business

RECOMMENDATION: To note the report.

Agenda


10.0 Scrutiny Review Report: Improvement Objective 5

Prof Alan Lovell

Members are asked to consider the report of the first scrutiny review for 2012-13

(Improvement Objective 5 from 2011-12) and any recommendations therein.

Enclosure 8

Minimise damage to the Park’s environment, which is evidenced by: a. Delivery of key practical projects that mitigate negative impacts. b. The establishment of baseline data to inform state of the Park monitoring. This will result in a more thorough and scientific understanding of the current state of the Park’s environment.

11.0 Progress Report on Scrutiny Review of Improvement Objective 5 Mrs Margaret Underwood

Communities are inspired by and recognise the benefits of where they

live

The second scrutiny review of 2012-13 is now underway and the first meeting of the

panel together with representatives from a range of community groups took place

on 14 September. Those present were both positive and proactive and the intention

is to make the most of existing networks and meetings to gather additional evidence.

The lead member, Mrs Margaret Underwood, is hoping to attend some of these

external meetings.

In addition she has facilitated a session with Authority members at the Future

Directions Forum on 5 October to seek their views on the definition of inspiration

and what benefits accrue from living within the National Park, and this will be

continued with members of the East and West Area Advisory Forums on 12

October.

The following questions have been developed as key to the scrutiny review:

1. What is the NPA role in delivering inspiration and benefit? How does our

interface with people help / hinder this? 2. How well are we are delivering our Corporate Objectives? 3. How do people get inspiration and benefit as a direct result of NP services /

activities 4. In what ways can we demonstrate that people recognise the links between

our activities and their benefit?

Agenda


5. What do people understand / see as the role of NPA in providing opportunities for inspiration and benefit now and in the future?

6. How are NP policies and Authority direction helping people benefit and be

inspired?

RECOMMENDATION: To note the report.

12.0 Risk Register Paul Funnell

A full review of the risk register will be carried out by the Corporate Management Team will be carried out in October and recommendations brought to Audit and Scrutiny Committee on 19 November 2012.

13.0 Health and Safety

Richard Mears

There are no new issues to report.

14.0 Complaints, Compliments and Freedom of Information reports – 2012-13 Vickie Page

To receive updated reports as follows:

• Summary of Complaints received: Enclosure 9

• Details of Complaints received: Enclosure 10

• Summary of Freedom of Information requests: Enclosure 11

• Details of Freedom of Information requests: Enclosure 12

• A list of compliments received: Enclosure 13

15.0 Other Business

Such other business as is, in the opinion of the Chairman, of sufficient urgency to warrant consideration.

SCHEDULE OF CORRESPONDENCE

1. To receive apologies for absence

Agenda


2. Such other correspondence as, in the opinion of the Chairman, is of such urgency as to warrant consideration:

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