Wandle Valley Regional Park Trust Business Plan...

Wandle Valley Regional Park Trust

Business Plan 2012 – 2015

Year 2: 2013/2014

“We’re creating a regional park along the River Wandle in South West London, stretching from Croydon and Sutton through Merton and Wandsworth to the Thames. Our exceptional network of green spaces rich in history will help you escape the pressures of city life, get closer to nature, and to be more active. The park will create a high quality environment that helps

bring jobs, growth and prosperity to the Wandle Valley”

Wandle Valley Regional Park Trust Business Plan 2012 – 2015: Year 2 2013-‐2014 draft v4 (final)

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Contents Page

Part One: Core plan. Pages 3 -‐ 30. Part Two: Work programme. Pages 31 -‐ 37

Executive summary 3

Page

1. Introduction 1.1 Business Plan – context and aims 1.2 Business Plan – Regional Park Trust and partnership

4 5

8. Asset management and Information Technology 8.1 Assets 8.2 Information Technology

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2. Wandle Valley Regional Park partnership Key achievements

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9. Strategic priorities, management and delivery 9.1 All London Green Grid 9.2 Performance management framework 9.3 Delivery model 9.4 Project management 9.5 Quality assurance

15 16 17 18 18

3. Policy framework 3.1 National 3.2 London Plan 3.3 London Borough

7 10. Organisational development and learning 19

4. Wandle Valley partnership and Regional Park Board 4.1 The wider partnership 4.2 Regional Park Board 4.3 Legal framework 4.4 Delivery model

8 8 9 10

11. Operational policy and compliance 11.1 Equalities and diversity 11.2 Environment 11.3 Health and safety

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5. Vision, mission, outcomes and objectives

11 12. Finance 12.1 Revenue budget: 2013/2014 12.2 Budget forecast: 2014/2015 12.3 Capital funding and financial management 12.4 Fundraising

20/22 20/22 20 21

13. Risk register 23-‐27 6. Marketing, communications and engagement 6.1 Research 6.2 Communications 6.3 Engagement

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7. Staffing 13

Appendices Appendix 1: Non-‐local authority Trust Member statements of support Appendix 2: Business mission, outcomes and Trust objects Appendix 3: Trust objects (revised July 2013)

28 29 30


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Executive Summary

This is the first business plan for the Wandle Valley Regional Park Trust, a body set up to provide the vision, leadership, coordination, and resources to create a regional park along the River Wandle. The Trust has a Board of 16 directors nominated by 11 partner organisations from the public, community and private sectors. It was constituted as a Limited Company in July 2012 and is currently seeking charitable status to enable delivery of a coordinated approach to fundraising across the partnership. The aim is for the charity will be in place by the end of July 2013.

The business plan explains how the Trust will effect change, including through supporting thematic working groups and the development of the Wandle Valley Forum as the representative body for resident groups throughout the park catchment. The Trust’s marketing has a focus on research within the local catchment, and on the need to improve communications and engagement in a holistic, connected and pan-‐Wandle way – as summarised in the Communications and Engagement Plan. Also of great importance is the Heritage Lottery funded Living Wandle landscape partnership programme, which is tied very closely with the wider ambitions of the Trust. The £1.92m Stage Two application to the Heritage Lottery was confirmed in June 2013.

During the life of this plan, the Trust’s establishment will be limited to the minimum level of staffing – namely a part time Chief Executive and part time administrator – plus any project posts that can be funded through earned income. The current working assumption is that the Trust will not be seeking to acquire and hold any assets -‐ the general principle being that the Trust will work with, and through, the existing green space owners and managers to deliver the regional park; by advocating integrated land management policies and practices to set and sustain standards -‐ and achieve coherence.

The Trust will adopt the strategic priorities in the ALGG Wandle Valley Area Framework 8 which has been the subject of a ‘refresh’ during spring 2013 -‐ as they largely capture the most significant, spatially specific opportunities in the future regional park with the potential to deliver the partnership’s vision and objectives. In order to develop the business strategy over the medium term, the Trust needs to work with partners to design a performance management framework so that the regional park’s success criteria are clear, measurable business objectives can be set, and progress can be measured towards achieving them. This will be discussed further during the next 12 months but due to resource constraints this will not be implemented before 2015/2016.

The Trust has been established with very limited resources, initially having to rely heavily on the core contributions from the four London Boroughs plus any additional contributions that relate to savings on the Lee Valley Regional Park precept. The revenue budget for 2013/2014 is £48,600, which is a substantial reduction on the last financial year. The reduced budget means that the Trust started the new financial year with no discretionary funding for development projects. The Trust also has no capital funding but the business plan explains how new capital might be secured through the projects identified and prioritised in the Area 8 Framework. Growth overall will be directed through the production of a comprehensive fundraising strategy, produced in line with achieving charitable status. The business plan includes the adopted Fundraising Action Plan that will lead the partners towards completing said strategy.

The business plan includes a risk register identifying the business risks that the Trust will need to be kept under regular review over the next 12 months.

Part two of the plan comprises the annual work programme for the Trust, presented based on the eight business outcomes. The work programme comprises an action plan for each of the outcomes, and has a main focus on 2013/2014 financial year -‐ but with reference to where actions are likely to continue into 2014/15. Under each theme, actions are divided into two categories a) Directed (or controlled) projects led by the Trust and b) Influenced projects led by partner organisations that are strategically important for the Trust and the regional park. Some of the headline priorities within the work programme include delivering the proposals in the Living Wandle HLF project, investing in improvements to the Wandle Trail, initiating the Big Green Fund project (including establishing the Wandle Green Team), and developing programmes for sport and physical activity within the regional park.


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1. Introduction:

1.1 Business Plan – context and aims

This is the first business plan for a new organisation, the Wandle Valley Regional Park Trust which has been set up to provide the vision, leadership, coordination, and resources to create a new regional park along the River Wandle over the next 10 years.

The Trust has evolved successfully from the ‘shadow’ organisation, still in effect governed by the London Boroughs, in April 2012 into a Limited Company that aims to become a charity by the end of July 2013. The first business planning cycle in 2012/2013 was regarded as a transitional year and the Business Plan aimed to reflect this – as a living, breathing document that will evolve as the Trust settles into its position leading an expert, dedicated and highly motivated local partnership. Year two, for 2013/2014, will be regarded in a similar way.

The key aims of the Business Plan are to:-‐

-‐ Establish a business model and distinctive roles and for the Regional Park Trust, that adds value to the partnership and drives delivery on the ground;

-‐ Translate the adopted regional park vision into a more tangible and compelling proposition that will attract new resources and justify the repatriation of the Lee Valley Regional Park precept;

-‐ Develop a comprehensive work programme that defines the key roles of the partnership’s ‘delivery partners’ and the key interfaces between strategic projects – in particular the Heritage Lottery funded Living Wandle Landscape Partnerships project;

-‐ Develop a more efficient and effective operational and performance framework for the partnership, based on shared outcomes and a more systematic approach to project management;

-‐ Provide a framework for effective marketing, communications and engagement across the partnership to support the wider business objectives of the Trust.


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1.2 Business Plan – Regional Park Trust and partnership

The Wandle Valley has a long history of organisations and individuals across the public, private and voluntary sectors working in partnership. The creation of the Regional Park offers a unique opportunity to consolidate these partnerships and to provide an implementation framework to ensure a more co-‐coordinated approach to strategic planning and project delivery. A broadly based partnership will be crucial to ensuring that the Regional Park is integrated into the wider regeneration of the Valley -‐ embedding the park’s principles, aims and priorities into plans, strategies and projects.

The Trust inherits this impressive legacy of cooperation and delivery on the ground, and it is important that the Business Plan respects and reflects all the good work that has gone before. Much of this legacy is captured in the Wandle Valley Regional Park – A Vision for the Future (2008) and the All London Green Grid Area 8 Framework (2011, refreshed in 2013) which remain relevant background reference documents.

The Trust has been set up to take forward the vision for the new Regional Park and to translate this wider, ambitious and longer-‐term statement of intent into a more tangible proposition that will attract the interest of politicians, funders and the public. The four London Boroughs have already made a commitment to challenging the Lee Valley Regional Park precept -‐ potentially via the promotion of a Private Bill that seeks to repatriate all, or a significant proportion, of the £1.2m funding that residents from the four Boroughs contribute to the Lee Valley; which most are unaware of and few ever visit. The Boroughs believe that achieving the repatriation of the precept will be an appropriate expression of localism working in practice.

In the context of the Lee Valley Park and the proposed precept challenge, it is important to recognise that the Wandle partners are not setting out to create a new park authority like LVRPA -‐ a product of 1960s planning and legislation. The establishment of the Trust is an expression of commitment to a contemporary and more inclusive partnership model, where delivery on the ground is secured through working through other bodies rather than the lead organisation doing (more or less) everything itself. The Business Plan is just the start of developing the means whereby this model will work in practice.

The Trust will need to operate within a number of important guiding principles, including:-‐

a. The Trust must have a distinctive role and add value to work already being undertaken, without adding unnecessary cost overheads that could be better used to make a difference on the ground. This is even more crucial at a time of intense pressure and scrutiny over public finances;

b. Although this is the Trust’s business plan, it must set a strong framework for how the partnership as a whole will function;

c. The Business Plan will establish controls over how the Trust manages its own resources, but also explain how the company will seek to influence the outcomes from projects delivered by others;

d. Whilst it is important to sustain existing partnerships, the Trust must also attract new partners to reflect evolving policies and funding opportunities;

e. The partnership must work hard to engage with local residents via the ‘refreshed’ Wandle Valley Forum, and to define the respective and most useful roles that each of the ‘delivery partners’ can provide – always seeking to avoid overlap and potential conflict between communities and organisations;

f. The Trust must promote the importance of learning and knowledge management/transfer, avoiding repetition and making best use of previous work.


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2. Key achievements Over the past 12 months as the Trust moved from shadow body into a legal entity, the partnership carried on delivering and achieved a great deal. Some of the most significant achievements are summarised below:-‐


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3. Policy framework: These tables summarise the policy context for the regional park. In addition, statements of support from the non-‐local authority Trust Members are included in Appendix 1 (page 28) 3.1 National Policy 3.2 London Plan 2011 3.3 London Borough Policy

Key Legislation

Localism Act (2011): a range of new rights and powers for local communities, plus freedoms and flexibilities for local government. Reform of the planning system, via Neighbourhood Planning.

Health and Social Care Act (2012): establishes the framework for public health strategy (Healthy Lives, Healthy People, 2011), including new duties for the London Boroughs from April 2013.

Climate Change Act (2008): creates legal framework for mitigation and adaptation strategies, and context for All London Green Grid.

Strategies, White Papers and other policy

National Planning Policy Framework (2012): streamlines the planning system, replaces PPG17, and introduces Local Green Space Designation.

Community Infrastructure Levy (2011): new policy to fund essential infrastructure through development, including parks and green spaces.

Natural Environment White Paper (2011): introduced Local Nature Partnerships, Nature Improvement Areas, Biodiversity Offsetting and encourages environmental volunteering.

Water Framework Directive (2003): EU led policy to protect and enhance freshwater rivers and streams, via River Basin Management Plans.

Comprehensive policy references, including:-‐

Chapter 2: London’s Places:

Key Policy 2.18: Green Infrastructure: The network of open and green spaces.

2.16: Strategic Outer London Development Centres. Wandle Valley: Development Centre for Leisure/tourism/arts/culture and sport.

Chapter 5: Climate Change:

5.10: Urban greening 5.13: Sustainable drainage

Chapter 7: London’s Living Places and Spaces:

Key Policy 7.18: Protecting local open space and addressing local deficiency. Examples of other polices include the following:-‐

7.2: An inclusive environment 7.22: Land for food 7.24: Blue Ribbon Network 7.3: Designing out crime 7.4: Local character 7.5: Public realm 7.8: Heritage assets and archaeology

All London Green Grid: Supplementary Planning Guidance. March 2012. Other SPG’s for Tree and Woodland Strategies (2013) and Play (2012).

Local Development Frameworks

London Borough of Croydon

Submission Core Strategy policies (January 2012): CS4 (urban design), CS5 (community facilities), CS6 (environment and climate change), CS7 (green grid) and CS8 (transport and communication).

London Borough of Merton

Core Strategy policy CS5 – Wandle Valley includes “Support the creation of the Wandle Valley Regional Park, achieving a high quality linked green infrastructure network, protecting biodiversity and providing opportunities for formal and informal recreation”.

London Borough of Sutton

Core Strategy policy PMP5 -‐ Wandle Valley includes “Creating the Wandle Valley Regional Park (as shown on the Proposals Map), including improved provision for recreation and leisure along the River Wandle and within adjoining parks and open spaces”.

London Borough of Wandsworth

Core Strategy policy PL10 -‐ Wandle Valley includes reference to the regional park. Also reference in policy PL4 that states “The Council will work with partners to develop and implement proposals for the Wandle Valley Regional Park”.


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4. Wandle Valley Partnership and the Regional Park Board:

4.1 The wider partnership

The table below illustrates the range of organisations that are committed to creating a better future for the Wandle Valley and the regional park.

National agencies National charities London agencies London Boroughs London charities Local charities Business agencies Resident groups -‐ Environment Agency -‐ Natural England -‐ English Heritage

-‐ National Trust -‐ Groundwork -‐ Sustrans

-‐ Greater London Authority -‐ South London Partnership -‐ Mitcham Common Conservators (*) (* Conservancy established under legislation to manage Mitcham Common)

-‐ London Borough of Croydon -‐ London Borough of Merton -‐ London Borough of Sutton -‐ London Borough of Wandsworth

-‐ London Wildlife Trust -‐ Metropolitan Public Gardens Association

-‐ Wandle Trust -‐ Wandle Festival Trust -‐ Merton Priory Trust -‐ Wandle Industrial Museum -‐ Carshalton Tower and Garden Trust

-‐ South London Business -‐ Willow Lane BID

-‐ Wandle V Forum -‐ Park Friends Groups -‐ Wildlife groups -‐ Residents Associations -‐ Neighbourhood groups/forums -‐ Heritage groups -‐ Access groups -‐ Sports clubs

4.2 Regional Park Board

Out of this partnership grew the Trust which comprises the following member organisations and their nominated directors:-‐

Company Members Directors London Borough of Wandsworth Sarah McDermott and Matthew Maxwell-‐Scott London Borough of Merton Andrew Judge and Diane NeilMills London Borough of Sutton Jayne McCoy and Graham Tope London Borough of Croydon Jason Perry and Phil Thomas Wandle Valley Forum Bruce St. Julian Bown and Angela Gorman Natural England Claire Newill Environment Agency David Webb National Trust Nic Durston Mitcham Common Conservators Timothy Godfrey Wandle Trust Theo Pike South London Business Peter Pledger Observers Mayor of London Richard Tracey and Steve O’Connell


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4.3 Legal framework The Wandle Valley Regional Park Trust is company limited by guarantee, governed under the Companies Act 2006, with the members of the company as set out in the table in 4.2 above. The Trust in addition to being a company will also be a charity. The Directors will therefore be charity trustees and in addition to their duties under the Companies Act 2006 they will have duties under the Charities Act 2006.

The Articles of Association for the Trust provide the detailed legal framework for the new organisation, and are available on request. A copy of the revised objects of the Trust have also been included for reference purposes, in Appendix 3. The negotiations with the Charity Commission regarding the Trust’s registration led to the draft objects being rationalised and simplified, with the Trust ending up with a smaller number of objects relating to natural and built heritage, recreation, relief of unemployment and an additional ‘general purposes’ object. Amongst the other aspects of the charity application that needed to be resolved with the Commission, there was a challenge to the legitimacy of the Trust having ‘alternate directors’, leading to the Members agreeing in July 2013 that these positions would no longer be part of the Board.

The Trust is therefore following a tried and tested model used by numerous national, regional and local charities across the country. Following the recommendations of the Governance Study, this provides the most flexible constitutional and operational legal structure for the regional park, with the ability for the Board to expand the Trust’s reach as priorities evolve and resources grow.

As at least half of the Board’s directors have been nominated by local government, the company will be registered as a Local authority controlled company. This means that the Trust will have to comply with a small number of specific regulations relating to business transparency and the appointment of the Auditor. However, these additional conditions will not constrain the way the Board operates, nor it’s ability to pursue conventional charitable fundraising.

Board members must act independently in the interests of the Wandle Valley Regional Park and have a legal duty to put the future wellbeing of the Trust ahead of their nominating member organisations. However, it is generally understood that the influence of the Director/Trustees within their nominating organisations will be crucial to the success of the Trust and the regional park.

As the Trust will be a limited company, this limits liability on the directors and member bodies as long as they operate lawfully under the respective company and charity legislation. Despite this, the Board has taken out the necessary insurances to ensure any risks are indemnified.

The Articles of Association state that the Chair and Vice Chair of the Trust will not be an elected representative of national or local government. This is to ensure that the business of the Trust does not become politicised, and to avoid the perception outside the Trust that the Board is controlled by government. In addition, the Trust will adopt conventional procedures as defined under the Articles, to ensure that any conflicts of interest are declared and the appropriate action is taken at meetings. There is potential for all Board members to be required to declare conflicts of interest.

The Trust holds quarterly Board meetings and follows ‘open government’ principles to ensure transparency and ongoing communications with the public and community stakeholders. The Board will also consider the potential to develop their individual roles via appointing ‘Link Trustees’, with specific duties in relation to the main business outcomes and themes within the Annual Work Programme (see part two, pages 31-‐37).


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4.4 Delivery model

The Trust will develop working methods that are illustrated in the diagram below. The Articles of Association allow the Board to delegate some decisions to committees, if and when required. This might include day-‐to-‐day operational decisions being taken by an Executive Committee that meets more regularly than the main Board, or human resource management through an Appointments or Establishment Committee. Delivery of projects might direct or through ‘informal commissioning’ of work through the Working Groups, and public accountability should grow over time through empowering the Wandle Valley Forum to increase its capacity as the representative body for resident groups throughout the park catchment.

Further information on how this model is planned to work in practice is in Section 9.3 (page 17) where delivery planning is discussed further.


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5. Vision, mission, outcomes and objectives: The table below sets out the partnership’s vision for the regional park to which all the main partners signed up in 2008. The Trust has adopted this vision.

The table then sets out the Trust’s business mission for the next decade – this is the ‘road map’ to deliver the partnership’s agreed vision.

The Trust’s business outcomes are also set out below, and this ‘outcomes framework’ seeks to create the basis for project delivery both by the Trust and partner organisations (see Section 9, pages 15-‐18).

Wandle Valley Regional Park Vision

Our shared vision is for an innovative, sustainable and high quality Regional Park in the Wandle Valley that is easily accessible, with a rich and thriving biodiversity, offering recreational, landscape, heritage, cultural and resource management benefits in which local people and

businesses can take pride and ownership Wandle Valley Regional Park Trust Business Mission

The Trust will provide leadership, coordination, innovation and resources -‐ working towards the ultimate aim of benefiting from the repatriation of the Lee Valley Regional Park precept to the London Boroughs -‐ to enable the longer-‐term vision of a high quality, multi

functional and attractive regional park to be achieved.

Wan

dle Valley

Regiona

l Park Trust

busine

ss outcomes

Governance and business strategy

A Wandle Valley Regional Park Trust that provides effective and inclusive governance, enabling a strong partnership to develop creative and innovative approaches to the Park’s long-‐term resourcing and management.

Communities and Open Space

A Regional Park that celebrates its distinctive character, the diversity of local communities, engaging residents at all stages of the park’s development and providing an open space resource that improves their quality of life.

Climate Change A Regional Park that acts as a best practice model for utilising the potential of an open space network in adapting to and mitigating the effects of climate change, and that encourages its users to adopt “climate change-‐proof” behaviours.

Natural Environment

A Regional Park rich in biodiversity with a healthy and thriving River providing a living landscape that is accessible to all.

Regeneration and Economy

A Regional Park with a distinct identity that encourages growth and regeneration, attracting and retaining competitive businesses and a skilled workforce

Travel and Connectivity

A Regional Park with integrated public transport links and extensive Greenways network, facilitating a thriving business environment and encouraging people to choose car-‐free travel alternatives such as walking or cycling.

Heritage and Culture

A regional park with a rich and unique heritage, �contributing to a brand that helps define the ‘park offer’ -‐ boosting all aspects of development and tourism, facilitating business growth and encouraging a shared community identity.

Health & Active Recreation

A Regional Park offering a vibrant mix of leisure activities that attract all members of the community and contribute to the Wandle Valley NHS – the local ‘natural health service’.

Business objectives for the regional park will be confirmed in the new business plan, from 2015-‐2016 onwards, once the Trust has established a new performance framework – this is explained further in Section 9.2, page 16)


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6. Marketing, communications and engagement:

The Trust needs to adopt some of the key principles and practices of a commercial, marketing led organisation, in taking forward the development of the regional park as a new visitor destination. The company is starting with very limited data covering the regional park catchment area, and the data that is available is often out of date. During the early development phase for the Trust, there has been a focus on the need to improve communications and engagement in a holistic, connected and pan-‐Wandle way -‐ leading to the production of a Communications and Engagement Plan (March 2012) where initial priorities were set out. Also of great importance is the development of the Heritage Lottery funded Living Wandle landscape partnership programme, which has significant public facing elements and needs to be tied very closely with the wider communications and engagement ambitions of the Trust.

6.1 Research

The regional park residential catchment will be defined as within 1 mile (1.6km) from the regional park. This broadly equates to a 20 minute walk and therefore captures existing regular users and a significant proportion of the future customers of the regional park. Within this immediate catchment, the Trust has commissioned GIS based research through Groundwork London to establish the size of the potential local market (approximately 600,000 residents living in 250,000 dwellings) and its demographic profile (available on the WVRP web site). Future research will consider ways to measure current physical activity and awareness levels, patterns of use by different user groups, and use this information to forecast some the local market’s future needs.

Once the Trust’s initial local research needs have been met, the focus will move to the wider catchment of people living within 8km of the park. This distance is used to define green space deficiency areas in the London Plan, and will be relevant for medium to longer-‐term destination marketing strategies.

The initial focus on more local demographic analysis will provide essential baseline management information for ongoing revisions to the communications and engagement plan. For example, it will be used by Living Wandle and the Wandle Valley Forum to guide future outreach work.

6.2 Communications

The Communications and Engagement (C&E) Plan provides analysis and a more detailed action plan, and is therefore an important supporting document for the Business Plan. Communications priorities have included developing the ‘core narrative’ for the regional park to support the press and media plan (and all other communications), investing in a new web site, making best use of partner newsletters, and delivering targeted briefings to key audiences.

Of vital importance is ensuring joined up planning and programming with the Living Wandle Heritage Lottery project, which includes the need to take a holistic approach to interpretation planning. Additional challenges within the C&E Plan include strategic priorities such as branding and on-‐site communications, including signage and the development of a regional park design guide to ensure integration and consistency across the partnership.

6.3 Engagement

Within the C&E Plan there are clear priorities including supporting the capacity development of the Wandle Valley Forum and empowering the future forum membership to have status as the representative body for communities throughout the regional park catchment. Other priorities include the Volunteering Baseline Study (December 2012) by Groundwork London which provides essential foundations for the Living Wandle skills and volunteering plan.


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7. Staffing: During the life of this Business Plan, the Trust’s establishment will be limited to the minimum level of staffing required to function adequately -‐ and that can be funded by the core income from the local authority partners, and other contributors such as the National Trust. Any additional staff will need to be funded from external funding, such as from the Mayor’s Big Green Fund. The staffing proposals are as follows:-‐

-‐ Chief Executive:

A part time CEO working for 2 days per week will focus on delivering the priorities in the business plan and revenue generation. The Board has agreed to extend the existing Chief Executive’s consultancy contract to 30th September 2013 by which time a new CEO will need to be recruited. The benefits to the Trust of this type of contract are that the contractor covers their own national insurance, other insurances and any pension contributions; plus there can be additional benefits from flexible working. It is likely therefore that the Trust will favour the new CEO working under similar arrangements.

-‐ Secretariat and administration:

The Board has agreed to appoint an administrator/office manager on a part-‐time basis for up to two days per week and subject to available funding. The current proposal is to combine this role with the similar post in the Living Wandle team, with the post holder working for the lottery project for 2.5 days and the Trust for 1 day. Services will include supporting the Board, the working groups and the Wandle Valley Forum; with additional roles including database management and web site updates. As the new arrangements could not start until the autumn, Groundwork London will continue to support the Board.

-‐ Company Secretary and Treasurer:

The Trust Board will need to consider the options and timetable to recruit a Company Secretary and Treasurer. Initially both roles will not be particularly onerous and could potentially be filled by volunteers from the local business community with appropriate legal and financial expertise, and in future by a director/trustee. In the shorter term for 2013/2014, the Board will retain the current contracted legal adviser Sharpe Pritchard to focus on the Trust achieving charitable status and also appoint an auditor/accountant who can undertake the core Company Secretary duties.

-‐ Regional Park Development Officer:

The priority appointment requiring external funding would be a Development Officer who would have a number of central roles in delivering projects, supporting coordination of work between various partners and boosting the Trust’s fundraising capacity. Fundraising for this post will need to be opportunistic, potentially through drawing a % project management fee from several successful grant aided projects.

-‐ Volunteers:

Establishing a framework for volunteering is as important for the Trust as any other third sector body. There are potential links here with the Living Wandle volunteering programme, as well as initial scope for volunteers to be taken on by a partner such as Groundwork London and then placed with the Trust.


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8. Asset management and Information Technology:

8.1 Assets

The Articles of Association give the Board powers to acquire, purchase and take responsibility for land and other assets as long as this is to further the mission of the company and not in conflict with its charitable objects.

It is however the current working assumption that the Trust will not be seeking to acquire and hold any assets within the first three years; and beyond the first period of business planning, any asset acquisitions will need to be justified on an exceptional business case -‐ the most obvious would relate to the Trust benefiting from very favourable and sustainable income streams.

The general principle agreed to date by the partners is that the Trust will work with, and through, the existing green space owners and managers to deliver the regional park; by advocating integrated land management policies and practices to set and sustain standards -‐ and achieve coherence. There has been some discussion over the notion that the local authority partners will need to set up and devolve land management responsibilities to a new Park Authority to secure revised Precept legislation; indeed this was discussed as part of the Governance Study. At present there is no reason to believe that this will be required, but the issue is likely to be revisited once again as and when the discussions over the Precept are taken forward.

In 2013, the Trust has agreed in principle (and subject to funding) to establish an office base that suits an organisation with a community-‐facing role – ideally to be in an accessible location within the future regional park and reasonably close to the river. Following a review of potential options, the proposal is to establish the Regional Park office within Morden Hall Park and this project is now the subject of ongoing discussions with the National Trust. There may also be scope to co-‐locate with the Living Wandle team at Morden Hall Park and this could bring a number of benefits to both parties. If resources are available, the aim is to establish the new office by the end of September 2013.

8.2 Information technology

In the first 12 months, the Trust has been operating with minimal direct overheads and this includes investment in IT. Where possible the Chief Executive and any volunteers will make use of their own or partner IT resources, with this reviewed during 2013 in line with the new office being established.

In relation to management of the secretarial and administrative service, there will be a need to agree with the provider how the current Groundwork London database will be managed -‐ including formal development of Data Protection protocols in line with the act. There is also a need to set up filing and archiving protocols to aid business continuity, plus ongoing communications and engagement planning.

Investing in a new web site for the Trust was one of the most significant IT related initiatives during 2012/13, and the site is now evolving to include partner and public facing access that supports the Trust’s aims for openness and transparency. Also important is seeking funding for the next phase of the GIS project, as it will start to furnish the Trust with core management and marketing information to support communications, engagement and fundraising. The medium to longer-‐term management of GIS resources remains an issue to be considered, working with current partners Groundwork London and GiGL.


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9. Strategic priorities, management and delivery:

9.1 All London Green Grid The refresh of the ALGG Wandle Valley Area Framework 8 provides an opportunity to review the strategic priorities within the Wandle Valley Green Grid area. These are some of the most significant, spatially specific opportunities identified within the future regional park -‐ rooted in real or aspirational projects – and have the potential to deliver the partnership’s vision and objectives.

Pending the completion of the ‘refresh’, the Trust will adopt these strategic priorities and seek to include them within the Board’s work programme over the first three years of operation where resources are available (see Part 2 of the Business Plan, pages 31 -‐ 38). In some cases the actions required to deliver these priorities is clear whereas for others further work is required to define the parameters of a future project (or projects). a) To develop a framework for the creation of a new Regional Park -‐ as a vehicle to improve the management, funding and identity of open space within

the Wandle Valley. b) To improve the ecological and environmental value of the River Wandle through restoration projects, habitat enhancement and species re-‐

introduction, and projects which seek to mitigate flood risk. c) To create a strategic multi-‐functional green space for people and wildlife at Beddington Farmlands through the restoration of land used for gravel

extraction and landfill tipping, linking Beddington Park with Mitcham Common. d) To create a District Park through the unification of Poulter Park, Revesby Wood, Middleton Open Space, St Helier Open Space, and Rose Hill Park. e) To create improved cycle and pedestrian connections to the Wandle Valley and Wandle Trail from the surrounding areas -‐ through significant open

spaces such as the proposed District Park, and a suite of projects connecting the River Wandle to Croydon Town Centre. f) To develop an exemplar sustainable neighbourhood at Hackbridge based on the Neighbourhood Plan -‐ with low carbon development closely

integrated with the River Wandle through improved cycle and pedestrian connections, and energy generation associated with river restoration projects.

g) To develop a mutually beneficial relationship between the open space network and industrial space within the Wandle Valley -‐ from facilitating

access improvements through to nurturing a unique sense of place which can help to enliven and enrich the identity of the Regional Park. h) To capitalise on the area’s abundance of heritage assets including Merton Priory, Merton Abbey Mills, water mills and mill races to develop the

Regional Park as a landscape rich in historical interest and character.


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9.2 Performance management framework To deliver the Trust’s ambitious mission statement, the Board will need to manage a step-‐by-‐step improvement programme to ensure the regional park is worthy of inauguration in (say) five years (by 2017) and worthy of marketing as a visitor destination within 10 years (by 2022). Over the next two years therefore, the Trust needs to work with partners to design a performance management (or impact) framework so that the regional park’s success criteria are clear, business objectives can be set, and progress can be measured towards achieving them. 9.21 Indicators: This performance framework needs to include performance or ‘impact’ indicators covering areas such as:-‐

a. green space quality = area and % of green spaces managed and maintained to Green Flag standards b. biodiversity = area and % of priority habitats in Favourable Condition and achievement of Biodiversity Action Plan targets; c. accessibility = length and % of the Greenways network maintained to recognised highways standards and compliance with DDA/access standards; d. heritage assets = number and % of assets managed to recognised English Heritage standards; e. project delivery = successful delivery against agreed programme; f. finance = variance from budget and achievement of fundraising targets; g. marketing = % awareness of WVRP in the local catchment, % users of the WVRP within catchment, and % user satisfaction with local green spaces; h. engagement = % local people or target groups engaged in the regional park

Please note these are for illustration purposes. For some of the Trust outcome themes it will be more difficult to define indicators The development of the WVRP performance framework needs to relate to the work that the GLA are doing under the All London Green Grid, which currently has a number of indicators that are used informally by some partnerships and/or in funding bids such as the Big Green Fund. 9.22 Setting objectives: Once a ‘basket’ of indicators has been agreed, the Board can set clear and measurable objectives within the future versions of the business plan. For example, an objective for green space quality this might be presented as…“ensure that 40% of the regional park green spaces are maintained to Green Flag standards by 31st March 2015”….with subsequent objectives 60% by 2017, 75% by 2019, 90% by 2021. 9.23 Monitoring: The progress of the Trust and its partners in delivering priority projects will continue to be reported to quarterly Board meetings and using the schedule set out in the work programme in Section Two (pages 31 – 37). This has proved to be an effective way to monitor progress in the first 12 months.


17

9.3 Delivery model

The delivery model will be based on the Board; a) directly delivering its own projects, b) commissioning partner organisations and/or contractors to deliver projects using resources that it controls, and c) seeking to influence the outcomes from projects that are delivered by others. In addition, the Board will support the Wandle Valley Forum to deliver a programme of community engagement and consultation. This is illustrated by the diagram below:-‐

As shown in the diagram, the partnership has initially established four Working Groups covering Landscape and Biodiversity, Heritage and Culture, Transport and Access, and Green Space Management. In addition for 2013/2014 it is proposed to set up a fifth group covering Sport and Physical Activity. The working relationships between these groups and the Wandle Valley Forum – including communications, skills and knowledge transfer -‐ must be considered in the drafting of Terms of Reference for the groups and in reviewing the organisational arrangements of the Forum.


18

9.4 Project management There could be significant efficiency and effectiveness gains from the Trust adopting a project management culture and systems into the new organisation, and seeking for this gradually to be embedded within the wider partnership. To start this process, there is scope to introduce a simple ‘project start up’ system (based on a simple mandate proforma), in order that any new work will not be started without more effective planning and consideration of aims, survey needs (such as for ecology), resource needs (staff and finance), interfaces, communications and risks (etc). There is also the option of retrospectively applying this approach to projects where there does not seem to be a clear mandate or brief -‐ or to improve baseline documentation for more complex projects which lack a clear resourcing and/or delivery plan. Limited progress was made in this area during 2012/2013, although some of the key principles and practices have been used in planning the governance arrangements for Living Wandle, in establishing a Programme Board for the Wandle Trail and in the bidding process for the Watermeads and Poulter Park Big Green Fund project. 9.5 Quality assurance The regional park will be setting out to deliver ‘quality assured’ and nationally recognised standards across a range of operational areas, and will also wish to grow in a way that demonstrates efficient and effective management and governance. This could include Green Flag Awards (including Community Award and Green Heritage), VAQAS for visitor centres, Learning Outside the Classroom (LoTC). In addition, Investors in People might be worth pursuing in due course when the Trust is large enough to warrant this.


19

10. Organisational development and learning:

As mentioned in section 1.2, the partners are embarking on the creation of a regional park by applying a collaborative model of governance and operations, very different to the Lee Valley Regional Park where the park authority is responsible for the majority of delivery. This partnership approach therefore places greater importance on knowledge management within and across the wide range of organisations and groups who together will realise the regional park over the next 10 years. This is important to boost capacity and effectiveness overall, and to avoid reinvention of the wheel.

There are great opportunities within the partnership for knowledge and skills sharing. To some extent this is happening already but it is often ad hoc and could be more planned, including making better use of IT resources.

The Trust will explore where there is best practice elsewhere in the third sector in relation to knowledge management (eg. MLA) and consider how best to use this to the benefit of the regional park partnership.

11. Operational policy and compliance:

11.1 Equalities and diversity

The regional park is surrounded by a very diverse range of local communities, not all of whom can gain equal benefit from the green space resource due to physical barriers (eg disability) or perceptual barriers (eg fears over personal security). There is scope to appoint an Equalities Champion within the Trust at Board level, with the focus on embedding ‘equalities impact’ thinking and practice in relation to all decisions taken by the Board – supported by more in depth analysis when initiating major new projects are commissioned or undertaken directly. And when resources allow, there is also merit in undertaking a high level Equalities Impact Assessment for the whole ‘regional park project’ which would include the work of the Trust and key delivery partners. Living Wandle might create an opportunity and incentive to progress this, in particular because it has a focus on reaching out to new audiences over the four year programme.

11.2 Environment

The Trust will need to develop an Environmental Policy over the next 12 months, in particular to support funding bids. Linked to this policy, the benefits of undertaking an annual Sustainability Appraisal will also be considered during the year.

11.3 Health and safety

The Trust has adopted a health and safety policy statement, and this will provide the foundations for the development of clear procedures and risk assessments covering staff, volunteers and Trustee/Directors, and the new office. This relates to the Risk Register in Section 13 (pages 23-‐27), and the insurance policy covering (in particular) third party risks.


20

12. Finance:

12.1 Revenue budget: 2013 -‐ 2014

The revenue budget for 2013/2014 is set out in Table 12.1 on page 22. The Trust will be sustained on very limited resources in its formative three years, initially having to rely heavily on the core contributions from the four London Boroughs plus their additional contributions relating to any savings on the Lee Valley Regional Park precept. At the start of the new financial year the Trust’s limited resources mean that there is no discretionary funding available to the Board. If and when additional resources do become available, the Trust will first need to sustain core business management functions (including addressing key business risks) whilst also aiming to use any new funding to add maximum value to the partnership. This will include the following areas:-‐ -‐ Strategic, pan-‐Wandle projects which benefit all four Boroughs; -‐ Setting standards and supporting integration/consistency; -‐ Adding value to existing projects of strategic importance, such as Living Wandle Heritage Lottery bid; -‐ Supporting communications and engagement priorities; -‐ Seed corn funds, for getting impact projects started and to lever in external funding;

The Trust will encourage the four London Boroughs to continue to ring fence the equivalent of any ongoing savings from the Lee Valley precept which the Lee Valley Park Authority are proposing to make on a year on year basis, for the benefit of the regional park. For 2013/2014, the additional contributions have in fact been reduced overall by £15,500 compared to funding available in 2012/2013. 12.2 Budget forecast: 2014 – 2015

The budget forecast for the final year of this business planning period is illustrated in Table 12.2 on page 22. This is a conservative forecast showing what core funds are available and how they might be deployed. Generated income of at least £10,000 will be required to sustain the Trust based on this forecast, emphasising the business risk created by any extended delay in achieving charitable status. 12.3 Capital funding and financial management

The Trust will generally work through existing partners who are better placed to deliver a capital programme, in particular the local authorities who are able to recover VAT. However there will be situations where the criteria above (in 12.1) can be applied and there will be a business case for the Trust to lead itself. In this business planning period, there will be one capital project where the Trust has in principle decided to act as the delivery body, as follows:-‐

-‐ Wandle Gateways: part of Living Wandle, an opportunity to establish standards and delivery framework to develop the regional park’s visual identity

In this case, it has been agreed that the Trust will be ‘sheltered’ from potential cash-‐flow problems through an agreement with LB Wandsworth as the Living Wandle accountable body. In a similar vein, the funding bid to the Mayor’s Big Green Fund includes LB Sutton as ‘accountable body’ whilst the Trust is proposing to act as lead partner and project manager.


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12.4 Fundraising

Following a partnership workshop in December 2012, the Trust adopted the Action Plan below. This aims to lead the partners towards the production a comprehensive fundraising strategy for the regional park, in line with the programme to secure charitable status. It is essential that future charitable fundraising is coordinated with the NGOs and other third sector organisations within the partnership, with the aim that collaborative bids are developed where feasible, and the organisation best suited to the fund leads any bids. This will be a real test and may be unprecedented in the environmental sector.


22

Tables 12.1 and 12.2 Revenue budget 2013/2014 and forecast 2014/2015 The tables below set out the budget for the Trust in 2013/2014, plus a forecast for next year. Although it is anticipated that the budget will increase through external funding over the business planning period, the forecast illustrates the business risks of core funding only being available.


23

13. Risk register

This risk register identifies the initial risks for the Trust as a new organisation, and as such will need to be kept under regular review -‐ as least as regularly as the business plan itself but ideally to be looked at on a quarterly basis in tandem with the Board meetings cycle.

The risk matrix adopted is comprehensive, designed for an organisation with more significant operational capacity and therefore higher risks than the Trust. However, it should help the Board to manage risk and develop a risk-‐based culture appropriate to the business.

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) No. Risk Description Risk Category Business

Plan reference Risk owner

Gross Score

Existing risk control(s) NET Score

Action for further risk control

1 The appointment of a part time Chief Executive on a short-‐term contract does not provide the necessary continuity, management and leadership for the Trust and wider partnership in the crucial initial 6-‐12 months of operation.

Governance and reputation

Actions n/a

Trust Chair 18 Current CEO contract extended to 30th September 2013 to support business continuity. New CEO contract to be formalised with clear probationary terms and/or break clause as appropriate. Both the contractor and Trust Board to have the right to enact this clause.

10 6 weekly review meetings between the Chair and CEO to monitor progress and performance against the work programme.

2 The Chair (and Vice Chair) of the Trust do not provide the necessary leadership and management of the Board over the crucial initial 6-‐12 months of operation.


Actions n/a

Chief Executive

13 Board can retain the option to review the Chair and Vice Chair appointments in October 2013 at AGM, and then annually thereafter.

8 Consider coaching and mentoring needs for the appointed Chair and Vice Chair, as appropriate.

3 The Chair and members of the Board fail to manage conflicts of interest, potentially leading to disputes and public relations problems.

Governance, reputation, & compliance

Actions GB2

Company Secretary

19 Regulations for the conduct of meetings of the Charity, Board and Committees were approved at the July 2012 Board meeting.

13 Company Secretary and Board to keep this matter under regular review.

4

The Trust lacks business continuity due to inconsistent attendance and high turn over of Board members

Governance Actions GB2

Company Secretary

16 Regulations for the conduct of meetings of the Charity, Board and Committees were approved at the July 2012 Board meeting.



24

No. Risk Description Risk Category Business Plan reference

Risk owner

Gross Score



5 The Board lacks the necessary capacity to fulfill its duties and roles on behalf of the company, having a negative impact on performance and reputation


Actions n/a

Chief Executive

18 Member bodies have carefully selected their nominees for the Trust Board according to their skills, interest and influence.

10 Maintain a culture of openness and trust between Board members in order that concerns can be aired, discussed and resolved.

6 The Board do not adequately represent the needs of the local communities that the regional park is aiming to serve, resulting in a negative impact on the Trust’s reputation


Actions GB2 CS4

Chief Executive

13 The Board includes nine elected representatives/councillors and two nominees from the Wandle Valley Forum. The Trust has committed itself to supporting the growth of the forum as the representative body for local communities.

8 Board to give further consideration to how it can become and remain inclusive & representative, including supporting an Annual Wandle ‘Forum’ to review progress.

7 Unexpected pressure on Borough funding leads to one or more of the council partners withdrawing their core grant, potentially leading to the Trust becoming insolvent

Financial and reputation

Actions GB1 GB11

Chief Executive

14 Each Borough has made a formal decision that commits the core funding for 5 years. The grants are also small so would make little impact on any savings target. Overheads are to be kept to a minimum, including flexible CEO contract.

11 Progress the fundraising plans and funding bids to reduce reliance on council funding. Achieve charity status as soon as possible to support fundraising plans.

8 The Four Boroughs are unable to ring fence the equivalent of any ongoing savings from the Lee Valley precept, leading to significantly reduced capacity and effectiveness.


Actions GB11

Trust Chair 23 The total additional contributions from the four Boroughs was £31,000 in 2012/2013 but this was reduced by £15,500 (50%) for 2013/2014, leading to increased business risk

23 Board members to use their influence and seek to secure a policy commitment for the precept savings to be ring fenced by all four Boroughs.

9 There is a significant delay in the Trust achieving charitable status, putting back fundraising plans

Financial Actions GB1

Chief Executive

21 The Articles of Association have been drafted by a very experienced Solicitor, with the objects and documentation following Charity Commission guidelines

19 Expedite any changes to the Articles as quickly as possible in the interests of securing charitable status for the Trust

10 The Trust Board is accused of misusing funding, leading to public relations problems

Financial reputation & compliance

Actions n/a

Treasurer 14 Trust will be set up with the normal controls in place.

11 Ensure the Board has adequate training.


25

11 Fundraising plans and bids are generally unsuccessful, leading to the Trust becoming unviable within the five year core funded period

Financial Actions GB1 GB11

Chief Executive

20 Establishing the Trust has been subject to careful planning and development of the partnership over the past two plus years. Support is strong including from the Mayor and Boroughs. The model fits well with Government policy.

18 Confirm charity status and pursue fundraising plans as soon as possible. Keep an active review of unsuccessful bids to ensure learning.

12 Successful fundraising and consequent project delivery leads to delays in drawing down grants and significant cash flow problems.

Financial and compliance

Actions GB1 GB6

Treasurer 20 Trust will be set up with the normal financial management controls in place.

18 One of the Boroughs to act as the Trust’s ‘accountable body’ to manage larger funds and provide cash flow protection.

13 Wandle partners compete for the same funding, leading to unsuccessful bidding and/or loss of reputation.


Actions GB11

Chief Executive

16 The Trust includes most of the leading charity partners as founding members, to enable coordination. Principle of collaborative fundraising now agreed

8 Deliver the fundraising action plan, including short life partner working group

14 Members of the Board do not act independently, in the interests of the Trust and regional park.

Reputation and compliance

Actions GB2

Company Secretary

19 Regulations for the conduct of meetings of the Charity, Board and Committees are proposed for approval at the July Board meeting.


15 The Trust fails to support the development of the Wandle Valley Forum, leading to loss of confidence within key partners and the local community generally.

Reputation Actions CS4 GB8

Chief Executive

18 The Board has two nominees from the Wandle Valley Forum, and has made a commitment to the Forum’s development plus the principles of inclusion and transparency.

10 Maintain a culture of openness and trust between Board members in order that concerns can be aired, discussed and resolved

16 Key partners who support the Trust pursue their own corporate interests, leading to inconsistency and decisions that conflict with the wider vision, mission and aims for the regional park.

Reputation Actions Various

Trust Chair 21 Decisions over the membership of the Trust, the legal framework, and the development of the Business Plan, are setting out to specifically manage these risks.

16 Undertake a risk-‐based approach to identifying the key decisions that might have a negative impact on the Trust’s vision, mission and objectives

17 Poor communications and engagement results in low levels of public awareness.

Reputation Actions GB8

Chief Executive

13 The Communications and Engagement Plan aims to mitigate this risk, including setting up of specific Task Group.

8 Continue to make use of the expertise and resources in the Trust.


26

No. Risk Description Risk Category Business Plan reference

Risk owner

Gross Score



18 The Working Groups are ineffective in supporting the Trust’s work programme, with an negative impact on delivery and reputation

Reputation Actions GB3 GB8

Chief Executive

13 A process of engagement and review has already started, including proposals to produce new Terms of Reference with and for the five groups. This is also a key element of the C&E Plan.

10 Maintain a culture of openness and trust between partners, in order that concerns can be aired, discussed and resolved.

19 The status of the regional park is unclear, with the public believing the park as a visitor destination is already in place when conditions and green space quality are currently inconsistent -‐ and often inadequate.

Reputation Actions Various

Chief Executive

21 The proposed business mission for the Trust is to establish the regional park ‘on the ground’ over the next ten years. Communicating this message and managing public/partner expectations is a key element of the Communications and Engagement Plan.

16 There are a number of actions within the work programme that seek to further mitigate this risk. Ongoing market research will allow this issue to be kept under review.

20 The London Borough’s pursuit of new legislation to review the Lee Valley Regional Park precept creates confusion over roles and a distraction for the Trust, having an impact on reputation.

Reputation and financial

Actions n/a

Trust Chair 18 The London Boroughs have agreed to lead on the precept issue separate to their roles in support of the Trust.

10 Undertake a risk-‐based approach to identifying any precept related issues that might have a negative impact on the Trust’s objectives, such as charitable funding.

21 The Trust operates in other ways that are outside the legal framework provided by the Companies Act 2006 and Charities Act 2006

Compliance and reputation

Actions GB2 GB6

Company Secretary

14 The Articles of Association for the Trust have been drafted by an experienced Solicitor, who will continue to advise the Board as appropriate

11 Risk to be kept under constant review by the Company Secretary and Chief Executive.

22 The Trust operates outside the relevant health and safety legislation, risking legal action and loss of reputation.

Compliance and reputation

Actions GB4

Chief Executive

11 The Trust as adopted a health and safety policy statement, to be followed by operational procedures, including risk assessments as and when required.

6 Risk to be kept under constant review by the Chief Executive and Chair.

23 Key partners do not have the staff resources to provide adequate support for the development of the WVRP

Reputation and financial

Actions GB3 GB11

Trust Chair 23 An open and transparent planning process is intended to help partners build WVRP projects into their respective work programmes.

23 Risk to be kept under constant review by the Chief Executive & Chair


27

13.1 The Risk Assessment Matrix

CATASTROPHIC (5)

14 20 22 24 25

SEVERE (4)

11 18 19 21 23

MODERATE (3)

6 10 13 16 17

MINOR (2)

3 5 8 12 15

IMPA

CT

LOW (1)

1 2 4 7 9

IMPROBABLE UNLIKELY POSSIBLE LIKELY VERY LIKELY

LIKELIHOOD

Appendices:

Appendix 1: Non-‐local authority Trust Member statements of support Appendix 2: Business mission, business outcomes and Trust objects Appendix 3: Trust objects (revised July 2013)


28

Appendix 1: Non-‐local authority Trust Member statements of support

Environment Agency: The Agency supports the objectives Wandle Valley Regional Park (WVRP) for the delivery of green infrastructure and supporting enhancement initiatives on the ground. The WVRP will aid the delivery of policy within the Thames Catchment Flood Management Plan and provide a mechanism to improve ecological status for Water Frameworks Directive as well as linking directly to several of the Environment Agency corporate strategy priorities. The specific benefits for the Agency is the expansion of the existing river restoration programme delivering flood risk management and biodiversity benefits. We will co-‐operate with the project in both the development of the spatial vision and development of the implementation plan.

Mitcham Common Conservators: Mitcham Common is a 182 hectare (460 acres) site of Metropolitan Importance for Nature Conservation in South London bounded by the boroughs of Merton, Croydon and Sutton.It is managed to increase biodiversity and its work is recognized by Natural England in its award of the Higher Level Environmental Stewardship grant. The Mitcham Common Conservators are the Statutory Body set up by act of parliament in 1891 to manage and protect the Common. The Board is comprised of 13 members nominated by the London Boroughs of Croydon, Merton and Sutton (4 each), and the City of London Corporation. The Conservators support the aims of the Regional Park and the Common will form a large part of it. Web site www.mitchamcommon.org

National Trust: The National Trust is a strong supporter of the Wandle Valley Regional Park Trust, and the creation of the Regional Park. The Trust has a long-‐standing interest in the Wandle Valley, as both a landowner and partner organisation. The Trust began to acquire property in the Wandle Valley in 1907, and Morden Park Hall was bequeathed in 1941. The creation of the Regional Park is in line with the Trust’s aims and objectives in London, particularly with regards to “getting more people enjoying the outdoors more often and feeling closer to nature”, which goes to the heart of the National Trust’s founding purpose.

Natural England: Natural England fully support the Wandle Valley Regional Park Trust in its mission to provide leadership, coordination, innovation and resources for the Wandle Valley Regional Park. This network of high quality green spaces stretching along the route of the Wandle from outer London to the Thames will form an exemplar of local partnership working on landscape scale conservation in an urban environment, increasing biodiversity, enhancing landscape character and enabling the many people who live and work along the Wandle to connect with nature.

South London Business: South London Business as the only business support organisation covering the 12 South London Boroughs including all the Wandle Valley Boroughs supports the creation of the Trust and the development of the Wandle Valley Regional Park as it can and should contribute to the economic development of the area and stimulate businesses growth in the hospitality, leisure and green industries.

Wandle Valley Forum: The Wandle Valley Forum represents the many local community groups along the Wandle Valley. It was also instrumental in setting in motion the process that has led to the creation of the WVRP Trust. We support the aims of the Wandle Valley Regional Park Trust in bringing the benefits of this underutilized but extensive, landscape asset to a wider section of the local community and beyond. The consequent long term restoration of river and open space will benefit, the health and lifestyle of local people and the biodiversity, local economy and green initiatives that are part of the WVRPs wider business mission which we fully endorse.

Wandle Trust: The Wandle Trust is an environmental charity dedicated to enhancing the River Wandle and its catchment area, which encompasses the area of the Wandle Valley Regional Park. We support the development of the Wandle Valley Regional Park and its mission and we look forward to developing a strong partnership with the Park’s Trust to help deliver and sustain a healthy and resilient River Wandle.


29

Appendix 2 Business mission, business outcomes and Trust objects The table below sets out the Trust’s business mission – this is the ‘road map’ to deliver the partnership’s agreed longer term vision.

The table also summarises how the business outcomes relate to the Trust’s charitable objects. A number of outcomes relate to more than one of the objects, and vica versa. The full version of the Trust’s objects, within the company’s Articles of Association, is included as Appendix 3.

Wandle Valley Regional Park Trust Business Mission

The Trust will provide leadership, coordination, innovation and resources -‐ working towards the ultimate aim of benefiting from the repatriation of the Lee Valley Regional Park precept to the London Boroughs -‐ to enable the longer-‐term vision of a high quality, multi

functional and attractive regional park to be achieved.

Wan

dle Valley

Regiona

l Park Trust

busine

ss outcomes

Governance and business strategy

A Wandle Valley Regional Park Trust that provides effective and inclusive governance, enabling a strong partnership to develop creative and innovative approaches to the Park’s long-‐term resourcing and management.

Communities and Open Space

A Regional Park that celebrates its distinctive character, the diversity of local communities, engaging residents at all stages of the park’s development and providing an open space resource that improves their quality of life.


Natural Environment

A Regional Park rich in biodiversity with a healthy and thriving River providing a living landscape that is accessible to all.

Regeneration and Economy

A Regional Park with a distinct identity that encourages growth and regeneration, attracting and retaining competitive businesses and a skilled workforce

Travel and Connectivity

A Regional Park with integrated public transport links and extensive Greenways network, facilitating a thriving business environment and encouraging people to choose car-‐free travel alternatives such as walking or cycling.

Heritage and Culture

A regional park with a rich and unique heritage, �contributing to a brand that helps define the ‘park offer’ -‐ boosting all aspects of development and tourism, facilitating business growth and encouraging a shared community identity.

Health & Active Recreation

A Regional Park offering a vibrant mix of leisure activities that attract all members of the community and contribute to the Wandle Valley NHS – the local ‘natural health service’.

Wan

dle Valley

Regiona

l Park Trust

Busine

ss objects

5. Such other charitable purposes as the trustees/directors may from time to time determine subject to the prior written consent of the Commission.

3. To provide facilities for recreation or other leisure time occupation in the Wandle Valley for the public at large or those by reason of their youth, age, infirmity, disablement, financial hardship or social or economic circumstances

1. To promote for the benefit of the public the conservation, protection and improvement of the physical and natural environment within the Wandle Valley

1. To promote for the benefit of the public the conservation, protection and improvement of the physical and natural environment within the Wandle Valley.

4. The relief of unemployment amongst residents of the Wandle Valley for the benefit of the public in such ways as the trustees/directors may think fit, including assistance to find employment.


2. To promote for the benefit of the public the conservation, protection and improvement of the physical and natural environment within the Wandle Valley



30

Appendix 3: Wandle Valley Regional Park Trust objects

The Trust’s revised objects (at 4th July 2013) are set out in Article 4 of the revised Articles of Association for the Trust, and specifically restricted to the following:

To promote such charitable purposes for the benefit of the public and relating to the Wandle Valley as the trustees/directors see fit from time to time by all or any of the following means: 1. To promote for the benefit of the public the conservation, protection and improvement of the physical and natural environment within the Wandle Valley. 2. To promote the preservation of buildings or sites of historic or architectural importance in the Wandle Valley. 3. To provide facilities for recreation or other leisure time occupation in the Wandle Valley for the public at large or those by reason of their youth, age, infirmity, disablement, financial hardship or social or economic circumstances, have need of such facilities in the interests of social welfare or improving the conditions of life for the public or such persons. 4. The relief of unemployment amongst residents of the Wandle Valley for the benefit of the public in such ways as the trustees/directors may think fit, including assistance to find employment. 5. Such other charitable purposes as the trustees/directors may from time to time determine subject to the prior written consent of the Commission.

For the purposes of this article 4 “Wandle Valley” means the area in the London Boroughs of Croydon, Merton, Sutton and Wandsworth which lies within one point six (1.6) kilometres of the boundary of the Wandle Valley Regional Park. For the purposes of this article 4 “Wandle Valley Regional Park” means the area shown as such in the London Plan 2011 published by the Greater London Authority.

As part of the negotiations with the Charity Commission to enable the Trust to become a charity, the first draft of the objects were rationalised and simplified.

As a new charity, The Trust now has up with a smaller number of objects relating natural heritage, built heritage, recreation, relief of unemployment – plus and additional ‘general purposes’ object.


31

Part Two: Annual Work Programme 2013/2014 This is the annual work programme for the Trust, presented based on the eight themes and business outcomes featured in Section 5 (page xx)

Business outcomes:

The Trust will operate within the following outcomes framework:-‐

The work programme comprises an action plan for each of the outcomes. There is a main focus on 2013/2014 financial year, but with reference to where actions are likely to continue into 2014/15. Under each theme, actions are divided into two categories:-‐

a) Directed (or controlled) projects (ie those to be delivered using resources controlled by the Trust)

b) Influenced projects (ie those projects led by partner organisations that are strategically important for the Trust and the regional park) A number of projects relate to more than one outcome, in which case they are included in the action plan where there is the strongest fit.

Please note that a significant number of actions are still the subject of discussion and development with the respective partner organisations and Working Groups where appropriate, leading to the frequent use of tbc in the schedules. As such, like the Business Plan as a whole, this remains a working document that will be subject to ongoing review and updating during this formative period of the Trust’s operations.

Governance and business strategy A Wandle Valley Regional Park Trust that provides effective and inclusive governance, enabling a strong partnership to develop creative and innovative approaches to the Park’s long-‐term resourcing and management.

Communities and Open Space A Regional Park that celebrates its distinctive character, the diversity of local communities, engaging residents at all stages of the park’s development and providing an open space resource that improves their quality of life.


Natural Environment A Regional Park rich in biodiversity with a healthy and thriving River providing a living landscape that is accessible to all.

Regeneration and Economy A Regional Park with a distinct identity that encourages growth and regeneration, attracting and retaining competitive businesses and a skilled workforce

Travel and Connectivity A Regional Park with integrated public transport links and extensive Greenways network, facilitating a thriving business environment and encouraging people to choose car-‐free travel alternatives such as walking or cycling.

Heritage and Culture A regional park with a rich and unique heritage, �contributing to a brand that helps define the ‘park offer’ -‐ boosting all aspects of development and tourism, facilitating business growth and encouraging a shared community identity.

Health & Active Recreation A Regional Park offering a vibrant mix of leisure activities that attract all members of the community and contribute to the Wandle Valley NHS – the local ‘natural health service’.


32

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