Business Plan Report

SUSSEX DOWNS CONSERVATION BOARD Agenda Item No. 9

7^TH JULY 2000

SOUTH DOWNS BUSINESS PLAN

REPORT BY THE SUSSEX DOWNS OFFICER

1. Purpose of Report

To advise the Board on the preparation of a draft Business Plan for the South Downs.

2. Background

The draft Business Plan for the South Downs (attached as appendix 1 and 2) has been prepared around the ten themes of the draft South Downs Vision Document and based on seminars and workshops with members, staff and other specialist interests. It has also drawn together the current work programmes and priorities of the Sussex Downs Conservation Board (SDCB) and East Hampshire Joint Advisory Committee (JAC), to present a comprehensive picture of the action which needs to be delivered in the South Downs.

2.2 The Business Plan is ambitious and forward-looking indeed it is the most ambitious to date, building on the past works of the Board and incorporating priorities from the East Hampshire AONB. It also includes areas where external funding sources have enabled new projects to be realised. It identifies and outlines the aspirations of the SDCB, JAC, local authorities and other partners in achieving the best for the South Downs. As such, the plan provides a framework for developing and implementing projects, which the SDCB / JAC might aspire to achieve if additional income streams were available. Discussions on funding and future action with the Countryside Agency and other partners are crucial to the next period of the Board and management of the AONB.

However, the detail of work programming with priorities and costs are the reality of Business Plans and the outcomes of the 2001 / 2002 work programme have been brought forward from the Business Plan to enable members to more clearly see the detail and cost of the work proposed (appendix 1).
The work programme is based on the Board achieving a grant from the Countryside Agency of £800,000 to match fund contributions from the Sussex local authorities. (The response of the Sussex Authorities to the future funding of the Board is given elsewhere on this agenda). This level of funding is intended to re-establish the Board’s core budget, which was originally based on Countryside Agency match funding the contributions from the local authorities on a 50:50 basis. Further details on annual work programmes for 2002 / 2004 are being prepared but further detail in the programmes is reliant on clarification from the Countryside Agency about the level of funding it intends to provide.
Members will recall the difficult decisions that the Board was forced to make in 1997-98 when its budget settlement with Countryside Agency during the current interim period resulted in an overall decline in its budget of 23%. The measures put in place at that time amounted to a survival package which enabled the Board to continue to deliver a broad range of work successfully in some areas but which is not sustainable in the long term. The Agency has indicated its continuing support for the Board beyond March 2001, but as yet has not identified a budget.
Following the Board meeting and members’ comments on the framework of the plan or the detail of the work programme a copy of the Business Plan will go to the East Hampshire JAC local authority partners and then to the Countryside Agency.
The Plan will remain as a draft and subject to some modification whilst discussions with the funding partners take place. The plan in its final form and with agreed budgets should be agreed by the Board at its October meeting.

3. RECOMMENDATION

That the draft Business Plan be approved for discussion with the Board's

local authority partners and the Countryside Agency.

MARTIN BEATON

Sussex Downs Officer

Contact: Phil Belden tel. no. 01903 741234, email pbelden@southdowns-aonb.gov.uk

Appendix 1

South Downs Business Plan 2001 — 2004

Detailed Outcomes for the Sussex Downs Conservation Board for Year 1 (2001 — 2002)

‘A’ Programme

‘A’ Programme Outcomes 2001 / 02
A.1	Report to Board and Executive 8/year on the management of the AONB; respond to specific issues as appropriate; liaise with East Hampshire JAC
A.2	Report to Board and Executive 8/year on the future administration of the South Downs; attend 4/year East Hampshire JAC meetings
A.3	Work with Hampshire County Council, Countryside Agency and others in preparing public consultation of draft strategic management plan
A.4.1	Countryside Management Service management team and Countryside Manager and Area Managers / teams — monthly meetings
A.4.2	Maintain Investors in People standard and develop good training/personnel practice
A.4.3	Carry out annual staff appraisals; ensure all staff have up-to-date personal development plans, with associated training carried out to agreed budget
A4.4	Maintain SD Voluntary Ranger Service — 200 volunteers trained and resourced
A.5.1	Produce and disseminate Annual Report to all interested parties
A.5.2	Produce and distribute South Downs newsletter - 4/year (see Theme 10)
A.5.3	Report on SDCB local activities, in particular rights of way work, to all parish councils (122 in total) and other key community interests annually
A.5.4	Maintain contact with all farmers and landowners (approx. 600) within the AONB, through Board-organised farmers’ meetings and personal contacts
A.5.5	Respond to requests for information
A.6.1	Ensure all recreation sites with direct SDCB influence (72) open, usable, effectively maintained, with access to the wider countryside (Ref.Theme 9)
A.6.2	All rights of way (2200 km) open and maintained to Recreation 2000 standards + enhanced to meet recreational demands of area (Ref. Theme 9)
A.7	Work with partners / develop new partnerships to deliver outcomes of business plan
A.8	Secure from Countryside Agency and local authorities the budget to achieve the business plan objectives; seek external funding for priority projects
A.9.1	Integrate and maintain JAC / SDCB ICT services
A9.2	Maintain and develop the Geographical Information System (GIS)
A.10	Meetings between JAC and SDCB to progress joint projects and bring work areas closer together. Assist work of the South Downs Members Group (4 per year)
A.11	Continue to develop European contacts for the benefit of conserving the South Downs and seek new opportunities, in particular INTERREG III — report to Board

‘A’ Prog. Breakdown of Costs £

Staff Costs 124,740

Support Costs 52,877

Project Costs 197,000

Total 374,617

‘P’ Programme

Priority ‘P’ Programmes Outcomes 2001 / 02
P.1 h	Respond to all consultations and significant appeals (estimate 500)
P.2 h	Promote consistent and effective AONB policies — commenting on structure plans (WSCC review EiP) and local plans (ArDC Review PI; B&HC Deposit Draft; EBC Draft; HDC Review; MSDC Deposit Draft; WSCC Waste Plan)
P.3 m	Continue to promote a countryside character-based approach to planning decision-making within the AONBs
P.4 m	Comment on consultation documents as and when necessary
P.5 h	Present reports to SDCB Planning Committee (12 a year); attend EHJAC Planning Panel (8 a year)
P.6 m	Report on consultation monitoring to Planning Committee (each quarter), producing an annual summary and reports on appeal decisions
P.7 l	Maintain the database of telecommunications installations
P.8 l	Work with Area teams and statutory undertakers to prioritise overground transmission lines for undergrounding
P.9 m	Continue to develop a planning, GIS-based recording and monitoring system
P.10 l	Identify "horseyculture" issues with recommendations for action — report to Planning Committee
P11m	Assist with design guidance on vernacular features (see Theme 2)

‘P’ Prog. Breakdown of Costs £

Staff Costs 47,520

Support Costs 20,144

Project Costs 3,000

Total 70,664

LAND: CONSERVING NATURAL BEAUTY

Theme 1: Landscape Character and Diversity

Priority Theme 1 Outcomes 2001 / 02
1.1 m	Publish and disseminate South Downs Landscape Assessment
1.2 h	Provide advice to farmers/landowners in order to promote and deliver outcomes on specific sites in accordance with Area work programmes
1.3.1 h	Assist partners with development of Countryside Agency Landscape Enhancement Scheme - mapping chalk grassland (& ref. Theme 4), modelling various options proposed and developing the scheme with landowners, farmers and others
1.3.2 h	Seek funding to implement actions on key sites from Landscape Enhancement Scheme
1.4.1 m	Attend Europarc UK Executive and input into Protected Areas policy (4 per year)
1.4.2 h	Input to South Downs Environmentally Sensitive Area review (see Theme 6)
1.4.3 m	Report on Rural Development Plan programme and delivery (see Theme 6)
1.5.1 h	Work with Tomorrow’s Heathland Heritage team and partners to achieve targets from successful Heritage Lottery Fund bid
1.5.2 h	Develop woodland initiatives as per Area work programmes, including Dutch Elm Disease programme and development; developing coppice management; Western Area woodland inventory; Central Area wood/hedge management.
1.5.3 h	Achieve Ouse and Rother Valley action plan targets; produce Adur plan.
1.5.4 h	Implement Heritage Coast management plan; work up INTERREG coastal project with French partners and seek further European Union funding
1.5.5 h	Implement agreed Section 106 projects (with Brighton & Hove Council); develop Seaford/Newhaven initiatives with Lewes District Council
1.5.6 m	Implement landscape conservation projects in accordance with priorities in Area work programmes

Theme 1 Breakdown of Costs £

Staff Costs 70,092

Support Costs 29,712

Project Costs 138,000

Total 237,804

Theme 2: Connecting with the Past

Priority Theme 2 Outcomes 2001 / 02
2.1.1 h	Establish GIS database for historic sites on SD based on existing datasets
2.1.2 m	Record historic parks & gardens information starting in Western Area; input Area data into GIS database
2.2 h	Meet with EH and LA partners and develop action plan for SDW corridor, River Rother and key sites under threat
2.3 m	Progress key sites action through Area work programmes
2.4 m	Prepare a brief with key partners to develop Design Guidelines, with recommended priorities and seek funding
TOTALS

Theme 2 Breakdown of Costs £

Staff Costs 14,256

Support Costs 6,043

Project Costs 24,000

Total 45,299

Theme 3: Unspoilt and Tranquil Landscapes

Priority Theme 3 Outcomes 2001 / 02
3.1 l	Add to Tranquil Areas map: 1^st terrain; 2^nd topography; 3^rd air traffic (liaise with Air Quality Steering Group)
3.2 h	Implement Area work programme priorities, including Haslemere greenway, Devil’s Dyke & Ditchling Beacon schemes and creation of traffic calmed gateway entrance features
3.3	Liaise with authorities over tranquillity (see ‘P’ Programme)
3.4 h	Work with partners (especially Highway Authority) on Local Transport Plan implementation; revise "Take the Bus for a Walk" (12 bus walks), add 3 new services; support Devil’s Dyke and Stanmer Park buses; co-ordinate implementation of Transport 2000 study in Eastern Area

Theme 3 Breakdown of Costs £

Staff Costs 18,414

Support Costs 7,806

Project Costs 48,000

Total 74,220

Theme 4: Biodiversity Action

Priority Theme 4 Outcomes 2001 / 02
4.1 h	Produce South Downs Wildlife Report containing all relevant information from Biodiversity Action Plans
4.2.1 h	Through Area work programmes, implement individual Habitat Action Plans; report on Exmoor Pony/Grazing Animals Project
4.2.2 m	Through Europarc, seek wider application of EU Habitats Directive to attract EU funding; implement Chalk Grassland INTERREG project
4.3 h	Provide advice to farmers/ landowners (see 1.2 and 6.2)
4.4 h	Ensure biodiversity objectives are incorporated in other Themes
4.5 m	Promote "best practice" to landowners/farmers and others from SDCB work carried out through Chalk Grassland HAP work and "Network for Action" INTERREG project; produce dew pond information
4.6 m	Support Sussex Biodiversity Records Centre; develop GIS as an effective tool for HAP and SAP implementation; improve monitoring of key sites

Theme 4 Breakdown of Costs £

Staff Costs 47,520

Support Costs 20,144

Project Costs 43,000

Total 110,664

Theme 5: Conserving the Earth

Priority Theme 5 Outcomes 2001 / 02
5.1.1 m	Collect Earth resource data on the state of the South Downs
5.1.2 m	Encourage partners to produce a report on the "Health of the South Downs"
5.2 l	Support conference by partners on addressing Earth resource issues and set up reporting mechanism via Environment Agency to the Board and develop policies in the South Downs strategic management plan
5.3 h	Attend Environment Agency meetings and support them with the development of the Cuckmere River realignment project
5.4 m	Provide advice to landowners (see 1.2)
5.5 m	Undertake internal environmental audit with recommendations for action

Theme 5 Breakdown of Costs £

Staff Costs 9,504

Support Costs 4,029

Project Costs 7,000

Total 20,533

WORK: TOWARDS A SUSTAINABLE ECONOMY

Theme 6: Managing the Land

Priority Theme 6 Outcomes 2001 / 02
6.1 m	Prepare policy papers and attend meetings on, for example, ESA review, Rural Development Regulations, LEADER II — report to Board
6.2.1 m	Attend ESA liaison group / MAFF meetings
6.2.2 h	Work with farmers and others on forestry and agri-environment schemes: South Downs Environmentally Sensitive Area, Countryside Stewardship, Woodland Grants, etc. (& see Theme 1)
6.3.1 h	Maintain support for "South Downs lamb" producer group and identify additional funding
6.3.2 m	Launch South Downs lamb initiative Spring 2001
6.3.3 m	Maintain the development of the "South Downs" branding proposition and report on product development eg beef, cheese, charcoal
6.4 m	Meet with FC for joint report on a South Downs woodland scheme, based on English Forestry Strategy
6.5 m	Set up regional marketing initiative and evaluate coppice, Elm & others
6.6 h	Develop Landscape Enhancement Scheme in partnership with the Countryside Agency and others (see 1.3)
6.7 m	Promote whole farm plans with farmers, liaise with the Ministry of Agriculture, Farming and Wildlife Advisory Group, local authorities
6.8 m	Report on the development of a one-stop shop, with the Ministry of Agriculture, Forestry Commission and other agencies

Theme 6 Breakdown of Costs £

Staff Costs 21,384

Support Costs 9,065

Project Costs 33,000

Total 63,449

Theme 7: Sustaining the Rural Economy

Priority Theme 7 Outcomes 2001 / 02
7.1 h	Establish communications on the rural economy with the Sussex Rural Community Council, South East England Development Agency, local authorities, counties economic for a
7.2 h	Collate existing material and commission research to outline the state of the rural economy in the South Downs
7.3 m	Prepare action plan following study reports — report on priorities to Board
7.4.1 m	Report on the feasibility of promoting and marketing the South Downs — leisure facilities, accommodation, food and drink through the VIC
7.4.2 m	Report on the commercial opportunity for promotion of South Downs branded products and facilities through www.southdowns.com
7.4.3 m	Assist the promotion of farmers’ markets across South Downs and neighbouring urban areas
7.5 m	With SE Strategic Walks Network, report on the feasibility of using the SDW as a pilot for "Visitor Payback" (ref. SDW Management Plan - Theme 9)

Theme 7 Breakdown of Costs £

Staff Costs *

Support Costs *

Project Costs *

Total 20,000

* Work dependent on secondment or similar

PEOPLE: QUALITY OF LIFE FOR ALL

Theme 8: Living in the South Downs

Priority Theme 8 Outcomes 2001 / 02
8.1.1 m	Work with partners to establish what information is available on the South Downs and support them in the development of joint projects - implement through Area work programmes
8.1.2 m	Maintain existing Area projects and promote community action through the Virtual Information Centre
8.2 m	Identify and develop specific projects through the Jigsaw project and utilise funds through the Local Heritage Initiative
8.3 l	Local distinctiveness guidelines (see Theme 2)
8.4 m	Area teams to encourage and respond to local initiatives; work with British Trust for Conservation Volunteers over long-term support (SD Volunteer Ranger Service — see ‘A’ Programme)
8.5 m	Attend local authority LA21 meetings; ensure LA21 is included in all Themes

Theme 8 Breakdown of Costs £

Staff Costs 10,692

Support Costs 4,532

Project Costs 14,000

Total 29,224

Theme 9: Enjoying the Landscape

Priority Theme 9 Outcomes 2001 / 02
9.1 h	Manage 31sites (+ input into 41) — open & accessible; develop gateways & sustainable access links
9.2 m	Identify, seek funding for and negotiate the refurbishment and/or removal of inappropriate key access sites (link to CA Landscape Enhancement Scheme)
9.3.1 h	Develop SD RoW database; manage 2200km RoW to enhance AONB access to meet the recreational demands of the area; re-survey Western Area
9.3.2 m	Draw up priority programme for path restoration to achieve enhanced access for the range of user groups
9.3.3 h	Implement actions needed prior to commencement of the access to access land (Countryside and Rights of Way Act — public relations, mapping support, identification of access entry points, establishment of links, etc
9.4 h	Support SD Access Forum (with LHAs)
9.5.1 m	Prepare Recreation & Tourism strategy with partners —JAC lead
9.5.2 m	Action through Area work programmes (see Theme 3)
9.5.3 l	Assist partners in their "healthy living" pilot projects in Hove & Eastbourne and implement at Seven Sisters Country Park
9.5.4 m	Use the Virtual Information Centre as a major tool in promoting "green tourism" and sustainable access to the South Downs; implement priorities through Area work programmes
9.6 h	Implement SDW management plan; SDCB priorities: maintenance of route and safe road crossings — report to Board. CA National Trails funding.

Theme 9 Breakdown of Costs £

Staff Costs 220,968

Support Costs 93,668

Project Costs 207,000

Total 521,636

Theme 10: New Values for a New Generation

Priority Theme 10 Outcomes 2001 / 02
10.1 h	Continue the development of the Virtual Information Centre and look at commercial opportunities
10.2.1 m	Set up Interpretation Forum for the South Downs and develop partnership working with local communities to develop local interpretive initiatives
10.2.2 m	Create a South Downs Education partnership and prepare an education strategy; develop a "learning zone" within the Virtual Information Centre
10.2.3 m	Develop funding bid (HLF/INTERREG/etc) with partners to establish educational centre at Seven Sisters Country Park
10.3.1 h	Produce AONB News and press releases
10.3.2 h	Agree annual activities programme - implement via Area work programmes. Re-vamp caravan and attend major events (eg South of England Show)
10.4 h	Deliver outputs for first year of lottery Gateway Project (if successful)

Theme 10 Breakdown of Costs £

Staff Costs 20,790

Support Costs 8,813

Project Costs 20,000

Total 49,603

Notional South Downs Business Plan Budget 2001 - 2002

Expenditure
Theme / Programme	SDCB funding £000s	EHJAC Funding £000s	Total £000s

‘A’ Programme	375
‘P’ Programme	71
Theme 1	238
Theme 2	45
Theme 3	74
Theme 4	111
Theme 5	21
Theme 6	63
Theme 7	20
Theme 8	29
Theme 9	522
Theme 10	50

TOTAL	1619

Income
Sussex	£000s	Hampshire	£000s	Total

Adur DC	12.2
Arun DC	15.0
Brighton & Hove UA	75.1
Chichester DC	15.0
Eastbourne BC	10.0
East Sussex CC	215.0
Horsham DC	15.0
Lewes DC	10.0
Mid-Sussex DC	10.0
Wealden DC	20.0
West Sussex CC	419.2
Worthing BC	2.5
		East Hampshire DC
		Hampshire CC
		Winchester CC
Countryside Agency	800

TOTAL	1619

NB In addition to the core needs of the South Downs, there are opportunities to attract additional funds for special projects. Over the 2001 — 2002 financial year it is anticipated that some £314,000 in external funding will be available for special work areas. This is broken down as follows:

Additional External Funding
Theme	£000s	Notes
Theme 1	321	Tomorrow’s Heathland Heritage Lottery, Environment Agency river valleys projects partnership, Brighton & Hove gas pipeline Section 106 agreement (staff + project costs)
Theme 3	?	With local highway authorities Local Transport Plans — implementation
Theme 4	90	EU INTERREG Chalk Grassland Networks (staff + project costs)
Theme 6	(35)	Possible MAFF funding (with private sector) for South Downs marketing scheme
Theme 9	?	Additional bid for resources to cover Countryside and Rights of Way Act — wardening, education and information, etc.
Theme 10	(95)	Heritage Lottery Fund "Gateways" Project bid

TOTALS	411	Expected agreed external funding for set projects
	130	Additional resources if current bids are successful
	?	Opportunities for extra funding for project work on the South Downs through local authority partnerships (local transport plans) and DETR (access legislation) — actual funding unknown at present

Appendix 2

South Downs Business Plan 2001 — 2004

East Hampshire Joint Advisory Committee and Sussex Downs Conservation Board

1.0 Introduction

The East Hampshire AONB and the Sussex Downs AONB together embrace a nationally important landscape covering some 600 square miles, which contains a variety of landscape types, including most notably the chalk of the South Downs.

In April 2000 the Countryside Agency, following a lead from government, announced its intention to begin the process of establishing a National Park in the South Downs.

The Countryside Agency is currently establishing its timetable and will be carrying out widespread consultation with local authorities and others about the framework of a National Park Authority for the South Downs. The review process, the preparation of the designation order and possible public inquiry, together with an agreement on the structure of a future National Park Authority, are likely to take some time. In any case they will not be concluded by April 2001when funding arrangements for the East Hampshire AONB and Sussex Downs AONB end.

Whilst discussions about a National Park are under way it is essential that work on the ground continues so that as far as possible the framework which has been set in place can act as a building block for the development of a new authority. This Business Plan sets out the work and funding that are required to be set in place for the South Downs as a whole in order to continue to achieve an effective programme of conservation and recreation management. It is an essential framework for the continuing protection of the South Downs from April 2001. The business plan is written to cover the period April 2001 to March 2004, but the programmes are set out to enable projects to be refined and added should the business plan need to be taken forward beyond March 2004.

2.0 Context

The East Hampshire Joint Advisory Committee (JAC) was established in 1991 to co-ordinate management action across the East Hampshire AONB. In 1992 the Sussex Downs Conservation Board (SDCB) was established to co-ordinate management action within the Sussex Downs as a new national experimental model for AONB management. Both have undertaken significant work though the scale of formal partnership and funding behind the SDCB has enabled a level of co-ordination and action which has been more in line with the needs of a nationally important landscape. The purpose of this plan is to achieve this scale of co-operation, implementation and funding for the South Downs as a whole.

The JAC / SDCB are working together on the following documentation:

A Vision Document for the South Downs — this seeks to establish a long-term vision for the area and provide a framework within which the more detailed and shorter term objectives of Strategic Management Plans might be prepared.

A Strategic Management Plan for the South Downs — this seeks to establish the management objectives that need to be tackled in the South Downs over the next 5 to 10 years.

Both the "Vision Document" and the "Strategic Management Plan" are plans for the South Downs as a whole, they are intended to guide the actions of a range of agencies. As a consequence, they need to be developed in partnership to achieve the necessary level of policy co-ordination and agreed action between agencies working to a common purpose.

A Business Plan for the South Downs - The Business Plan (this document) outlines the work to be undertaken specifically by the Joint Advisory Committee (JAC) and the Sussex Downs Conservation Board (SDCB) in order to achieve their part of the Vision for the South Downs. Much will need to be achieved through co-operative working with partner organisations.

3.0 The Role of the JAC / SDCB

Among the key aims of this Business Plan are to ensure clarity of purpose, avoidance of duplication of roles and delivery of action where it is not being achieved by other agencies.

Discussions have taken place with a range of agencies in preparing the emerging South Downs Strategic Management Plan. These discussions and experience on the ground in both AONBs suggests that the largest challenge to effective long term protection and management of the area lies in effectively bringing together the principal agencies and local communities to shape and co-ordinate policy and action. There are four main aspects of the problem:-

Central Government bodies pursuing national strategies and programmes find it difficult to integrate and target policies and action at the local level.

Local Government faces a challenge to co-ordinate policy and action across multiple authority boundaries.

Community groups, amenity societies and landowners frequently fail to engage directly with central or local government bodies because of a lack of knowledge of who does what and poor communication links between them.

Voluntary bodies and the private sector frequently pursue their specialist interests, which need to be set in a wider picture to assist the long-term management of protected landscapes.

A model showing the vital role of the JAC / SDCB in addressing this is set out below:

N A T I O N A L A G E N C I E S

P R I V A T E eg DETR, CA, EA, EH, EN, MAFF, etc

S E C T O R

P U B L I C specialist interests

S E C T O R

Education, Highways,

V O L U N T A R Y Planning, GOSE, etc.

S E C T O R

T H E L O C A L C O M M U N I T Y

Farmers, amenity societies, parish councils, etc.

To be effective the JAC / SDCB needs to:

Provide leadership within the area to meet agreed policy objectives.
Assist policy development across the area by preparing, in partnership with others, a Strategic Management Plan, within which policy relating to the area can be developed to ensure consistency and co-ordination between different agencies.
Co-ordinate and assist action across the area, working with government agencies, other organisations and local communities.
Empower agencies, communities and individuals to achieve more in helping to conserve the South Downs.
Undertake direct action where necessary to achieve the JAC / SDCB objectives.

These roles imply that the JAC / SDCB must act at both a strategic and local level to be effective and this is explained in more detail below.

Leadership / advocate

Provide the leadership to meet the needs of the area. Leadership must be directed not only to meet the objectives of the areas’ designation, but should inspire other agencies and individuals to meet the challenge of sympathetic management of the area.

Policy development

The emerging South Downs Strategic Management Plan aims to provide a focus for co-ordinated policy between central and local government agencies throughout the area. It also provides the principal focus from which co-ordinated action flows.

The Plan identifies a series of strategic themes based around the three AONB policy objectives linked to the concept of sustainability, from which specific policies and objectives are derived.

These themes provide the framework for future policy and action within the South Downs.

Co-ordination / Facilitate

To operate as effective co-ordinators and facilitators of action, the JAC /SDCB need to work at two levels. At a strategic level, with the development of policy and implementation, working with key agencies both across the area and, where appropriate, within a wider regional context to co-ordinate strategic action. At a local level, with the co-ordination and facilitation of action at a scale and in a way that is relevant to the needs of local communities.

Empowering

The philosophy underlying the work of the JAC / SDCB is not to duplicate the role of other agencies, but to achieve a greater level of co-ordination of action. This needs to enable and empower other agencies, communities and individuals to promote and undertake action themselves.

Implementation / Direct action

The JAC / SDCB will need to implement action themselves to deliver the emerging strategic management plan to deal with those areas and issues that are not effectively covered by other agencies or where they can co-ordinate and deliver those services more effectively and efficiently.

Arbitrate

The authority is not to be a campaigning organisation, though it will certainly lobby for change in key policy areas, particularly the reform of the CAP and EU environmental policy. However, the body must be seen to be capable of taking a balanced and considered view of all issues affecting the long term protection and management of the area. It should provide an environment where difficult and conflicting proposals can be talked through and considered views taken to achieve results in the long-term interest of conservation of the South Downs.

4.0 A framework for action

The structure of the Business Plan is based on the Vision Document, which is framed around the concept of sustainability. The Vision identifies three essential features of sustainability based on land, work, and people and develops these into ten themes, set out as follows:

Land: Conserving Natural Beauty

Theme 1: Landscape Character and Diversity

Theme 2: Connecting with the Past

Theme 3: Unspoilt and Tranquil Landscapes

Theme 4: Biodiversity Action

Theme 5: Conserving the Earth

Work: Towards a Sustainable Economy

Theme 6: Managing the Land

Theme 7: Sustaining the Rural Economy

People: Quality of Life for All

Theme 8: Living in the South Downs

Theme 9: Enjoying the Landscape

Theme 10: New Values for a New Generation

In addition, the Business Plan identifies two other strategic themes or programmes that underpin the effective management of the organisations. These are:

‘A’ Programme: A focus for action — the strategic and operational management of the organisation of the JAC / SDCB required to deliver the programmes effectively.

‘P’ Programme: Planning in the South Downs — the professional planning support through the whole area drawing the themes of the Vision Document and Business Plan into the planning system.

The role of the JAC / SDCB in developing action is set out in the following matrix, which aims to identify how the themes can be delivered strategically and / or locally by the JAC / SDCB, and how the work of the JAC / SDCB relates to that of other agencies.

Strategic

Policy development and implementation

Area

Policy development and implementation

Other Lead Government / Local Authority / Other Agencies

1. Landscape Character and Diversity

- Continue policy development

Promote policy as supplementary planning guidance.
Encourage adoption and implementation by public and private sectors.

2. Connecting with the Past

- Policy development

3. Unspoilt and tranquil landscapes

- Development of policy and strategic action

4. Biodiversity Action

- Chalk Biodiversity Action Plan: Chalk Grassland and Marine Cliff Habitat Action Plans.

5. Conserving the Earth (Natural Resources)

- Policy development.

6. Managing the Land

- Policy framework within strategic management plan linked to MAFF, FC policies.

7. Sustaining the Rural Economy

- Policy development and implementation

8. Living in the South Downs.

- Policy framework

9. Enjoying the Landscape

Preparation of policy

Strategic action on, access strategy, RoW, Transport

National Trail

Local Access Forum

10. New Values for a New Generation

- Policy development and implementation in the areas of information education and interpretation.

Landscape Character and Diversity

JAC /SDCB — lead on landscape policy and promote policy to other agencies.

JAC / SDCB — CMS work in partnership with farmers and landowners and other agencies to implement policy.

Connecting with the Past

JAC / SDCB — provide detail and policy, partnership with EH / LA

JAC / SDCB — seek agency role with EH.

JAC / SDCB — CMS work with farmers and landowners to deliver action on the ground

Tranquillity

JAC / SDCB lead on promoting policy

JAC / SDCB partnership with highway authority to promote quiet roads.

Biodiversity Action

JAC / SDCB — Partnership on policy development with key agencies.

JAC / SDCB — CMS targets South Downs habitats and species for action within overall strategy.

Conserving the Earth

JAC / SDCB promote policy development by EA

JAC / SDCB — CMS implement local projects in partnership with EA.

Managing Land

JAC / SDCB seek to integrate general policies into specific policy objectives for the South Downs.

JAC / SDCB - CMS lead on projects in partnership with farmers and landowners and act as the initial contact point for general advice and information on grants and practical help.

JAC / SDCB — seek to provide better co-ordination / integration of ESA scheme with FRCA.

Rural Economy

JAC / SDCB promote focused policy development for the South Downs with Key agencies

Living in the South Downs

JAC / SDCB contribute to policy development and specific action in key areas

Enjoying the landscape

JAC / SDCB — lead policy on informal access and recreation.

JAC / SDCB lead on SDW management.

RoW maintenance programme

Local delivery of access

Local transport initiatives

New Values

JAC / SDCB lead on interpretation for |South Downs and contribute to action with other lead agencies

Need to work in partnership with Countryside Agency, English Nature, Environment Agency, Forestry Commission, Ministry of Agriculture, Fisheries and Food, Local Authorities and others.

English Heritage lead agency with Local Authority partners.

Local Authorities Policy development and implementation through Planning and Transport

English Nature lead government agency.

Wildlife Trusts lead voluntary sector. Local Authorities and

Biodiversity Partnership assisting the overall co-ordination role

Environment Agency — lead government agency.

Local Authorities — policy development and implementation.

Farmers and landowners are the principal agents but need advice and assistance to deliver landscape improvements.

MAFF lead government agency on agricultural policy.

FRCA lead agency on delivering agricultural grants — staff secondments to South Downs Authority possible. E.g. ESA

Forestry Commission — lead agency on forestry grants

Local authorities — landowners and policy developers

MAFF, Forestry Commission, SEEDA, County Economic Forum, Local Authority — Eco. Dev. Groups, Tourist Boards

Local Authority, Health Authority, Rural Community Council, Housing Agencies

Sport England — lead on formal sport activities.

English Tourist Board — policy and support to tourist sector.

Local Authority — local tourist initiatives — Highway authority for local transport plans and RoW.

Local Authority — As Education

Authority dealing with policy and information.

Information

— required to advise and deliver the above. Management of a database for the South Downs is a prerequisite for future Authority.

JAC / SDCB continue to develop database for the South Downs in partnership with other agencies in order to contribute to policy development and practical action.

Government Agencies

Local Government

Voluntary Sector

This framework identifies the key assets of the current AONB units. In particular, the operation of countryside management is a major part in which professional staff:

Operate at a local level;
Have a detailed knowledge of the area, the principal issues and the key players;
Have an ability to respond rapidly;
Are locally based to respond to local concerns;
Have an ability to see and progress projects with relevant interests, linked to an ability to build trust and develop projects over a long period;
Act as facilitator and link between the various individuals and government agencies;
Are able to seize opportunities according to local circumstances when working with local communities.

The disadvantage with the present structure is a lack of staff resources to develop policy and action at a strategic level. The following areas require further strategic development:

Access — the long-term development of public access to, from and within the area. For example: rights of way and open access, including the implications of the Countryside and Rights of Way Bill; the development of a South Downs Access Forum.

Transport — more effort needs to be devoted to considering and influencing the development of Local Transport Plans and to the effective implementation of practical projects such as quiet roads, "take the bus for a walk", "trails by rail" etc.

Tourism and Recreation — have a potentially large impact upon the area and need to be considered in terms of their impact on the South Downs as a whole. More work is needed on visitor numbers, accommodation provision, and the promotion and advertising of the area.

The Rural Economy — there is an urgent need to understand the state of farming and the rural economy of the South Downs in order to develop sound planning policy and deliver effective rural economic strategies. Further initiatives in the development of local produce are required and a South Downs body has an important role in developing such projects in partnership with others.

This analysis therefore points to a strengthening of the strategic role of the JAC / SDCB at a South Downs level to achieve parts of the proposed programme. However this might be achieved in a variety of ways including staff appointments, short-term employment contracts, consultants, and secondments from (and to) other agencies. Priorities for the Business Plan are set against the JAC / SDCB objectives.

5.0 Proposed Action Plan 2001 to 2004

The following sections detail the work proposed by the Business Plan for the JAC / SDCB under twelve 12 strategic programmes. The plan has been set for a period of three years, but this may need to be changed in the light of decisions made as to the future administrative arrangements for the South Downs.

The programme is built around the draft South Downs Vision Document and developed from a significant amount of work which has already been undertaken by the JAC / SDCB in these areas. The proposals therefore build from a firm foundation of knowledge and achievement in these areas.

Best Value

The programme is underpinned by best practice. Throughout the period of the Business Plan, the major work areas will be tested against Best Value principles. This will involve consulting and comparing, challenging the way we undertake our work and ensuring fair competition to achieve Best Value.

THE ‘A’ PROGRAMME — A FOCUS FOR ACTION

The JAC / SDCB will need to continue to work closely with the Countryside Agency and local authority partners in Sussex and Hampshire to create an appropriate and effective management unit for the South Downs. The JAC / SDCB will continue to operate as facilitators, assisting the Local Authorities and the Countryside Agency in their future debate on the South Downs.

To succeed in delivering the business plan the JAC / SDCB must provide leadership, policy development, co-ordinate action, empower agencies, communities and individuals and, where necessary, take action themselves. Staff must be well organised, trained, motivated, in touch with current developments, in contact with the principal agencies and with local people.

Aim of Programme

To provide the mechanism for the JAC / SDCB, in terms of policy, funding and implementation, to work with stakeholders (local government, government agencies, parish councils, community groups, farmers, landowners and visitors) to secure the long-term sustainable protection of the South Downs through:

The provision of an AONB unit with professional staff
A professional countryside service
Effective land use policies across the South Downs.

Objectives / Key tasks to be achieved

To provide dedicated AONB Officers.

To ensure the evolution and implementation of the South Downs Vision Document and Strategic Management Plan by all those agencies and individuals who can influence the area’s management.

To lead on policy development and implementation outlined within the Business Plan.

To identify the resources required to implement the Business Plan and to seek funding partners. To promote and deliver integrated policy and action for the South Downs.

To undertake direct practical action to protect, conserve and enhance the landscape of the AONB by managing sites and visitors.

To provide an integrated Countryside Service across the AONB as the framework for the development of the JAC /SDCB work programme.

The outputs and key tasks in each of the themes are underpinned by this programme.

A.1 Provide effective advice to the JAC / SDCB on the management of the AONBs.

A.2 Prepare discussion papers and provide effective advice to the Board on the development of a South Downs authority and future management arrangements for the South Downs.

A.3 Report on progress on the evolution of the South Downs Strategic Management Plan and the partnership to achieve its implementation with central and local government and voluntary bodies.

A.4 Maintain / co-ordinate effective Countryside Service with motivated staff and volunteers.

A.5 Provide information to and maintain contact with local communities through their local councils (over 160 parish/town councils) and with landowners, farmers (approx. 1000 farms) and others across the AONBs

A.6 Facilitate the 30 + million recreation visits per year:

Recreation sites open, well maintained, with access to the wider countryside.

Rights of way open, with common, effective management programme.

A.7 Local Authority and Statutory Agencies working with the SDCB / JAC to achieve Management Strategy objectives.

A.8 Funding for Business Plan in place annually.

A.9 Maintain corporate approach to ICT:

Develop and implement corporate ICT policy.

Collect data through GIS to support policy development across the AONBs.

A.10 Maintain and develop joint working over the interim period.

A.11 Continue to foster international links, to attract support for South Downs conservation.

THE ‘P’ PROGRAMME — A PLANNING VOICE

There will be development in the South Downs to meet the needs of those who live and/or work in the two AONBs. In addition, despite the protected status, the South Downs is subject to a number of outside development pressures such as telecommunications installations or recreational facilities. Although not all development would necessarily be unacceptable, some would be detrimental to the quality and characteristics of the Downs — even small-scale developments could have an unacceptable, cumulative effect. Neither the Board nor the JAC seek to unnecessarily restrain development, but both have a role to play in the planning process to ensure that the interests of this nationally important landscape are taken fully into account.

Aim of Programme

To ensure that the South Downs is protected from damaging development, to promote development that maintains and enhances the landscape of the AONBs and local distinctiveness. To ensure that opportunities are taken to implement the South Downs Strategic Management Plan / Business Plan through development and works secured through planning obligations.

Objectives of Programme / Key tasks to be achieved

Strategic Planning - input into all emerging Local Plans and the next review of Structure Plans. Seek the adoption as supplementary planning guidance of the South Downs Tranquil Areas Study and South Downs Planning Guidelines.

Contribute to the development of policies and supplementary planning guidance through participation in working groups and other consultative fora and through promoting the Board / JAC’ position during periods of consultation and at local plan inquiries and examinations in public to ensure that development plans include policies to conserve and enhance the qualities and characteristics of the South Downs.

Development Control - evaluate all planning applications that could significantly affect the South Downs (currently around 400-500 per year) to ensure that the distinctive character and special qualities of the area are preserved and enhanced. Make detailed comments to planning authorities (SDCB to exercise the "Right To Be Heard" as necessary), give evidence at public inquiries and make submissions at other appeals.

Assess the potential impact of proposed developments on the natural beauty and other characteristics of the AONBs and respond to consultations on such proposals accordingly, including identifying matters of concern and suggesting amendments or measures to improve the proposals and mitigate the potential impacts and thus to enhance the contribution of proposed developments to the relevant AONB.

Develop and promote tools to assist decision-makers:

Develop Tranquil Areas Study for planning use.

Prepare Design Guidance Notes. Identify and fill gaps in existing design advice and consolidate disparate design advice used in the planning system.

Update the South Downs Planning Guidelines as and when necessary to ensure that they are relevant and up to date.

Develop the integration of Countryside Management and Planning. Secure benefits from development proposals for the AONBs as a form of countryside management by identifying needs, developing opportunities and advising planning authorities.

Liaise with Countryside Management staff and local authorities to identify needs and opportunities. Respond to local authorities with proposals/recommendations.

P.1 Respond to all consultations on planning and other applications requiring a response (including exercising the "right to be heard") and presenting the JAC / SDCB position at appeals when appropriate.

P.2 Promote consistent and effective AONB policies between 15 Planning Authorities, including, maintaining a review of development plan policies and commenting on Structure and Local Plans during periods of consultation. Give evidence at Examinations in Public and Public Local Inquiries as appropriate.

P.3 Promote a countryside character-based approach to planning decision-making within the AONB through the use by the JAC / Board and local authorities of the Landscape Assessments, Tranquil Areas Studies, South Downs Planning Guidelines, Countryside Design Summaries, Village Design Statements and/or other design guidance. Seek adoption, where appropriate, as supplementary planning guidance.

P.4 Comment on consultation documents and other relevant publications on behalf of the JAC / SDCB as and when necessary.

P.5 Present reports on planning consultations, Structure and Local Plans, consultation documents and other matters of relevance to meetings of the JAC /SDCB Planning Committees.

P.6 Maintain consultation and appeal monitoring systems and report regularly on the effectiveness of JAC / SDCB comments on planning applications, involvement in appeals and actions to achieve planning gain to the Planning Committees annually.

P.7 Prepare a comprehensive database of telecommunication installations within and immediately adjoining the AONBs. Use this in liaison with the local authorities and telecommunications code system operators over the potential siting of new masts (ref. Themes 1 and 3).

P.8 Identify overground electricity transmission and telephone lines as priorities for undergrounding in conjunction with the electricity companies, British Telecom and the Area Offices (ref. Themes 1 and 3)..

P.9 Assist the development of a planning, GIS-based, recording and monitoring system. Assist the development of three-dimensional computer modelling to aid the analysis of the impact of key applications.

P.10 Undertake a study of the effects of horse-related development ("horseyculture") in the AONBs, to include the identification of areas of pressure for such development and particular problems, with recommendations for action by JAC / SDCB and others.

P.11 Develop design guidelines on the vernacular characteristics and features of the South Downs (see Theme 2).

LAND: CONSERVING NATURAL BEAUTY

Theme 1: Landscape Character and Diversity

The South Downs is one of the finest and best-loved landscapes of Britain. At the heart of this plan is the protection of the quality, character and diversity of the area. However, the last 50 years has brought serious damage to this landscape, so a long-term programme of repair, restoration and, in places, re-creation is needed. This will involve large-scale management practices aimed at the wider landscape and more focused action targeted at the special landmarks, icons and hidden treasures of the South Downs. Sensitive planning, management and design are critical for any new landscape features to be accepted into the landscape.

Aim

Through the South Downs landscape assessment and other supporting documentation, promote the conservation, enhancement and expansion of the characteristic landscapes of the South Downs and their associated features.

Objectives / Key tasks to be achieved

Develop a landscape model for the South Downs, by collating existing information and filling in gaps where necessary, as the basis for a master plan for landscape conservation and restoration.

Integrate existing landscape assessments for the South Downs, progress Geographical Information System and other data-collection and dissemination. Target priority landscape types for mapping current status and modelling future options (early priorities for implementation, identified by Government: chalk grassland; open access on defined landscape areas).

Targeting the major landscape types, and other smaller key sites, draw up and implement action plans to ensure their protection, conservation and enhancement.

Seek funding and work with partners to conserve and enhance priority areas: heathland (lottery); chalk grassland (Countryside Agency and English Nature); woodland (Elm, coppice, hangers, Forestry Commission), river valleys (Environment Agency), Heritage Coast (European funding); urban fringe (Countryside Agency, public/private partnerships). Identify any minor landscape types not covered by existing mechanisms.

Establish a major enhancement / restoration scheme for the South Downs in partnership with the Countryside Agency, English Nature and Ministry of Agriculture.

Ensure effective liaison between key agencies and local interests; provide information to help shape the practical details of the scheme.

Ensure policies and practices at the strategic and local level are in place to significantly improve the conservation of the South Downs.

Work with central and local government and other key agencies at the inter/national, regional and local level, to ensure policy development and implementation (economic development, agricultural policy, etc) by other agencies meet the objectives of the landscape assessment to secure wide-ranging landscape conservation practices across the South Downs. This will include establishing new channels of communication, such as for downland restoration, coastal and woodland management.

Develop conservation policies that will protect the water and seascapes (wetlands of the Downs and marine habitats of the Heritage Coast) and restore natural processes to those degraded in the past.

Investigate opportunities for "managed realignment" and other projects to further enhance the unspoilt river and coastal landscapes. Incorporate the seascape and marine habitats into any conservation plans. Ensure there is an integral education programme, raising awareness of natural processes (see Theme 10).

Outcomes

Produce South Downs landscape assessment - combine existing Sussex and Hants accounts; review and revise Landscape Guidelines.

Ensure advice is given to farmers, landowners and others. Liaise with other landscape advisory agencies to improve the quality and consistency of advice.

Work with partners, in particular the Countryside Agency, English Nature and MAFF to establish an effective Landscape Enhancement Scheme for the South Downs.

Seek policy changes to improve conservation of the South Downs. As a priority, pursue amendments of EU environmental policy, beyond the species / habitat directives, to ensure wider landscape protection; and, seek EU funding for the improved management of protected landscapes (ref. Theme 4).

Provide advice, practical and financial assistance to achieve landscape enhancement projects, including the targeting of key sites and ensure liaison and support from other agencies (and ref. Theme 3).

Theme 2: Connecting with the Past

History permeates the landscape - on the downland hills the earliest signs of civilisation can be found; hidden in the Weald, the roots of the industrial revolution. From ancient earthworks to mediaeval field patterns and more modern parklands, human impact over thousands of years has shaped the land, created settlements and provided one of the richest cultural legacies in the country.

The sense of history contributes greatly to the character of the South Downs, it cannot be re-created; thus, the prime aim is to protect this precious resource and ensure appropriate management. The setting of these places is also important and, in places, more radical steps are needed to restore the integrity of the landscape. New buildings and structures in this sensitive landscape should respond to local vernacular styles, and use locally distinctive materials, recognising the desirability of quality new features that positively contribute to the Downs.

Aim

Ensure the full protection of the rich historic resource of the South Downs and ensure this is properly recorded, appropriately managed and, where necessary, sites are restored or enhanced.

Objectives / Key tasks to be achieved

Provide a comprehensive picture of the historic landscape of the South Downs and prioritise action to facilitate the conservation and, where necessary, restoration of the setting of important historic landscapes and key historic features.

Advocate the collation, completion and periodic review of a South Downs historic landscape inventory to help target action to protect, conserve and restore key sites. Ensure public awareness is adequately promoted (see Theme 10).

In partnership with English Heritage, local authorities and other enabling bodies, ensure that the archaeological and historic heritage of the area is protected and managed appropriately.

Working with English Heritage and others, draw up a priority list of vulnerable sites and implement an action plan for their protection and management; where sites cannot be protected, ensure that adequate excavation and recording is carried out before sites are lost. Priority work on most vulnerable sites identified, to assess the situation (monuments at risk, condition and rate of decline, and appropriate response (excavation / abandonment / change of management / scheduling).

Working with the relevant agencies, landowners and farmers, promote management practices that protect and conserve historic features.

Target advice, grants and other incentives to encourage landowners to protect historic features on their land. Seek additional resources for the restoration of the setting of key historic sites (ref. Theme 1 also).

Promote local distinctiveness, including the rich cultural and artistic legacy, and safeguard local design to preserve the special character of the area.

Produce a set of design guidelines featuring the typical examples of South Downs architecture and design, from small-scale signs, gates, etc through to buildings, parks and gardens and other large features of local distinction. Encourage widespread use of these guidelines by planners and practitioners. Promote the cultural importance of local areas where appropriate (ref. Theme 1 also).

e) Assist in the recording, investigation and preservation of the cultural heritage.

Encourage the collection and publication of information on sites, including their preservation by record.

Outcomes

Collate GIS map of historic resource, working with English Heritage and local authorities.

Secure an agency agreement with English Heritage and local authority partners in order to implement a practical action plan to protect and manage key sites. Prepare project briefs with partners for the restoration of priority historic sites and settings (& ref. Theme 1).

Provide co-ordinated and improved site management, with targeted advice and grants.

Develop design guidelines to help define local distinctiveness (building styles, designs and materials, hedging, countryside furniture, etc), to aid awareness/respect and to assist in conservation (and ref. Themes 1 and 8 and ‘P’ Programme).

Theme 3: Unspoilt and Tranquil Landscapes

Parts of this landscape are unspoilt and one can experience a true feeling of tranquillity, a rare experience in the overcrowded south-east of Britain, and highly valued by local people and visitors. Much though has been damaged through intensive agriculture and development, including increased transport provision with road-building, air and noise pollution. A key to the health of the South Downs is the air, water and soil that comprise the basic components of the natural environment. Theme 5 covers this vital area of protecting our natural systems.

Development control is a fundamental tool in protecting the unspoilt rural qualities of the landscape. Positive management measures can extend and restore areas of tranquillity. More radical steps will need to be taken in some degraded areas to bring them up to the standards to be expected in a nationally protected area.

Aim

Improve the peaceful and quiet nature of the South Downs by protecting those unspoilt areas and enhancing the tranquillity of other places.

Objectives / Key tasks to be achieved

From the Tranquil Area Study, develop a zoning strategy, and ensure that satisfactory policies are in place, to protect and enhance tranquil areas.

Working with central and local government and other agencies, agree on policies and protection measures for tranquil areas, including extending them where possible.

Working with partners, embark on a programme of landscape restoration to extend and re-create tranquil areas.

With partners, target areas where amelioration or removal of intrusive features will significantly improve the unspoilt, rural qualities of the landscape. Carry out a rolling programme of improvements.

c) Incorporate Quiet Roads, Greenways and other "sustainable access" initiatives into policies and practices for conserving natural beauty.

Develop sustainable access initiatives across the Downs to provide traffic-free or traffic-reduced opportunities to enjoy the local landscape (see Themes 5 and 9).

Outcomes

Update tranquil area study, to develop a more comprehensive view, by incorporating terrain, topography, air traffic, etc.

Produce "tranquillity action plans" with partners to both protect existing and enhance less tranquil areas. Priority actions: eyesore amelioration or removal; reducing light pollution; overhead lines (see ‘P’ Programme); identifying a "quiet roads" network; pilot traffic calming key minor/recreation roads, progressing greenways.

Continue to encourage local authorities and government agencies to develop policies and actions to promote tranquillity.

Promote sustainable access initiatives that enhance tranquillity eg promotion of public transport and cycling, discouraging access by car. In particular, work with LAs on their local transport plans, and seeking speed restrictions and enforcement on rural lanes. (Also Themes 5, 8 and 9.)

Theme 4: Biodiversity Action

The loss of biodiversity is of world-wide concern. The decline in habitats and species is as apparent on the Downs as in any degraded landscape. However, the area still contains the remnants of internationally important habitats with key species surviving in them. But it is not just the rarities that need conserving, it is the diversity of wildlife across the South Downs that must be both protected and enhanced.

Successful landscape restoration will be measured in great part by the quality and quantity of wildlife surviving or thriving on the South Downs. Protection of existing sites is fundamental and, from these wildlife reservoirs, neighbouring areas can be targeted for habitat restoration. Linking corridors, new sites and species re-introductions will follow. The implications of climate change need to be built into this programme too. An holistic approach to the whole countryside, respecting the needs of wildlife, incorporating environmental, social and economic objectives in land management and agricultural production policies, is the ultimate goal.

Aim

Reverse the decline in the wildlife of the South Downs, as a key part of the UK commitment to biodiversity.

Objectives / Key tasks to be achieved

Produce a Wildlife Report, with the health of the biodiversity of the South Downs and actions being undertaken, regularly reviewed.

Collate all biodiversity action plan aims (bringing together the various Habitat and Species Action Plans) and other wildlife information and targets relating to the South Downs into one accessible document, with regular monitoring and updating.

Ensure the delivery of biodiversity action plans for the key habitats and species across the South Downs.

Work closely with partners, including local communities, to see that biodiversity action plan targets are delivered; amend priority habitat and species work as required.

Promote actions that will enhance wildlife conservation generally and promote good practice.

Implement, with others, good management practices to benefit wildlife. Set up model examples of good/best practice on local sites. Promote results with the aim of extending this wildlife conservation to the wider countryside.

d) Maintain up-to-date information on matters materially affecting wildlife, such as climate change (see Theme 5), genetically modified organisms, species introductions, etc. Act on any issues that may have a consequential impact on the wildlife of the area.

In partnership with English Nature and others, identify the major issues that may have a potentially significant effect on wildlife and promote sound scientific research into their likely effects. Publish the results to influence positive change or to prevent adverse impacts.

Outcomes

4.1 Publish a Wildlife Report, giving an account of the biodiversity of the South Downs and actions needed for conservation. Prepare regular reviews charting progress.

4.2 Maintain input to Habitat and Species Action Plans (HAPs and SAPs) and local authority Biodiversity Action Plans (BAPs) to ensure that wildlife conservation in the South Downs is adequately addressed; specifically, promoting all potential sites for EU protection (Natura 2000) and pursuing wider applications of the Habitats Directive. Current HAPs and SAPs to contribute to: hedgerows, arable, floodplain grassland, calcareous grasslands, lowland heath, reedbeds, shingle and urban habitats. Contribute to others as and when they come on stream (woodlands, wood pasture, parkland, acid and neutral grasslands, rivers and streams, maritime cliffs, saltmarsh, estuaries, marine, etc.).

4.3 Provide advice, practical and financial help to farmers / landowners to enhance wildlife on farms, including supporting applications to forestry / agri-environment schemes.

4.4 Ensure biodiversity objectives are incorporated into site management (grazing, Dutch Elm Disease programme, woodland management, road verges, recreation sites, etc).

4.5 Prepare examples of best practice from the various initiatives being undertaken.

As a partner, provide support to (and from) the Sussex and Hampshire Biodiversity Record Centres as the central resource for habitat and species data for the South Downs; progress implementation of HAPs and SAPs through the development of the GIS.

Theme 5: Conserving the Earth

The uniqueness of the South Downs is built on its geology. The landscape, habitats and species, even land use practices, can largely be explained by the underlying rocks and the developing land-forms and soils of glacial and post-glacial times. The raw materials of life on earth - the air we breathe, the food we eat, grown in the soil beneath our feet, the chalk aquifers, streams and rivers which supply the water we drink - must be protected for us, for all natural systems, for wildlife.

It is vital that we understand and fully appreciate the consequences of actions that threaten the basic resources of the Earth. Theme 10 develops the quality of life issue, a prerequisite to living in harmony with the Earth. We must address the various environmental problems and come up with solutions to protect the vital life-support systems of the area. We must encourage a greater understanding of the rocks that make up the Downs and processes that have shaped them. This provides the base information for long-term conservation. We also need to look to the soil and its conservation; air quality and its monitoring; water, with both quality and quantity concerns.

Aim

Work with the Environment Agency, as lead authority, to ensure the protection of the air, water and soil of the South Downs.

Objectives / Key tasks to be achieved

Work with Government agencies to advocate improved policies and practices aimed at preventing air, water and soil pollution.

Support the production of a "state of the South Downs environment" report (covering soil erosion, water quality and abstraction, air quality, renewable energy resources, etc) working with the Environment Agency and others. Promote the regulations and codes of practice aimed at the protection of the air, soil and water.

Develop understanding of the impact of climate change and contribute to the debate by: providing local examples through monitoring change; educating people; helping practically to reduce the impacts causing global warming.

Support the Environment Agency as the lead agent in this field to raise the profile and seek to achieve greater results in this area. With partners, encourage a series of climate change initiatives: revise planning policy and advise on planning applications accordingly; foster sustainable environmental practices; develop "managed retreat" projects; ensure the existing woodland resource is conserved; seek to increase woodland cover where this contributes to the landscape and does not harm biodiversity (ref. Theme 4).

c) Working with the Environment Agency and others, ensure there is adequate education and interpretation provision in this vital area, including programmes in local visitor centres and other public places (ref. Theme 10).

Develop the "Conserving the Earth" theme through the Virtual Information Centre and in interpretation at Seven Sisters Country Park, and other public places (see Theme 10).

Outcomes

5.1 Develop the South Downs environmental database with information on geology, soils, water, air and seek adequate monitoring and reporting on the health of the South Downs.

5.2 Encourage the main agencies to host an annual conference to outline the present state of the natural environment and plans being put in place to improve the situation.

5.3 Improve links with the Environment Agency to tackle the "big issues" - global warming and sea level rise, etc.

5.4 Give advice to landowners to encourage sustainable management practices.

Undertake a sustainability audit of internal practices and develop an action plan to improve performance and ensure best sustainable practice over, for example, purchase policy re materials, vehicles, etc, waste generation and recycling, etc.

WORK: TOWARDS A SUSTAINABLE ECONOMY

Theme 6: Managing the Land

Conserving the natural beauty of the South Downs is reliant on a sound rural economic base. The challenge is to achieve mutually beneficial economic and environmental objectives. Farming and forestry, in particular, are essential industries - providing jobs, delivering products and managing the fabric of the countryside. However, ways need to be found to reverse the damaging activities of agricultural practices, caused by increasing intensification in the drive for cheaper goods and in order to sustain farm incomes.

The local economy must be stimulated in accord with both social and environmental agendas. This can only be achieved by fully understanding and influencing the driving forces of agriculture, from World trade agreements and European policy, to UK grants and local circumstances. Quality assured local food, products from locally sustainable woodlands and other benign land management practices must be encouraged to prosper, and damaging activities opposed, in the dual interests of the local economy and the conservation of the Downs.

Aim

Promote economic activity and safeguard the economic base of the area where this is beneficial to the conservation of the South Downs landscape.

Objectives / Key tasks to be achieved

Ensure that environmental objectives are enshrined in agricultural policy at the international, national and local level.

Work with MAFF and others to understand and monitor the agricultural economy and its effect on the South Downs landscape (ref. Theme 7). Help to influence changes in policy, incentive schemes and practices to benefit the conservation of the area.

Support agri-environment and woodland schemes, which benefit the local economy and landscape, working with the Forestry Commission, Ministry of Agriculture and others, ensuring close liaison over reviews and working practices.

Work with others on the development of the South Downs Environmentally Sensitive Area and Countryside Stewardship schemes. Help to develop the English Forestry Strategy and its application in the South Downs with the Forestry Commission. Ensure Landscape Enhancement Scheme (Theme 1) is an effective mechanism for managing agricultural change. Work with other agencies to target grant aid that encourages sympathetic management of the South Downs.

Advocate the "one-stop shop" and whole-farm planning approach to create a more straightforward system for farmers and landowners on agri-environment, marketing and other economic incentives.

Work with agricultural and other agencies to establish a simplified approach to incentive delivery to achieve more comprehensive conservation practices. Co-ordinate ESA action through JAC/SDCB.

Promote a more holistic approach to land management initiatives by developing South Downs marketing initiatives to promote locally sustainable agricultural products and stimulating economic regeneration in woodland management

Develop the "South Downs" branding and lamb marketing initiative. License the brand to other sectors where this would promote sound environmental management practices and encourage a commitment to the local sense of place (see Themes 1, 2, 4 and 7).

In partnership with the estates, landowners and others, advance good conservation practices and help resolve land management conflicts.

Promote the objectives of the South Downs and win partnerships with land managers and occupiers to further the improved conservation of the area.

Outcomes

Seek changes in agricultural and other policies to help sustainable management of the South Downs.

Push for improvements in agri-environment schemes (eg review of Environmentally Sensitive Area scheme, Common Agricultural Policy reform) and work with current mechanisms, promoting sympathetic practices with farmers and landowners.

Continue with the development of the South Downs branding initiative — license and promote it initially with sheepmeat. Investigate other opportunities such as heathland and game products (ref. Theme 7).

Work with the Forestry Commission to set up a grant scheme for woodland management across the South Downs.

Participate in establishing a regional marketing initiative for woodland products.

Engage MAFF, with partners (RSPB, GCT, CA, EN, etc), to develop a long-term strategy for the conservation of the South Downs through benign land management practices.

Promote and provide advice on "whole farm plans" and encourage their adoption as a prime condition for entry into available grant schemes.

Help to develop a "one-stop shop" with staff on-the-ground providing the key link between land managers and government agencies.

Theme 7: Sustaining the Rural Economy

The local economy of the South Downs is diverse, but a clear understanding of its complexity and the factors that affect its health is needed before actions to support it can be implemented. It is important to link the quality environment, and its management, to any rural economic strategy. Carefully controlled leisure and tourism are two industries, for example, which could have a major positive role in this respect.

New employment opportunities, stimulating local job creation, which reduce the need to commute and providing investment in the area, are required as more traditional industries continue to cut the labour force. Finding the right mix of employment opportunities, which can support the rural economy without destroying the local character, and will develop the market towns and other larger centres, is the challenge. Rural services, including public transport, and affordable housing are also keys to a living, working countryside (see Theme 8).

Aim

Encourage sustainable local economic development that will ensure a thriving living landscape.

Objectives / Key tasks to be achieved

Help the key agencies by generating a fuller understanding of the local economy, including the social issues of the South Downs, by supporting research, analysis of trends and monitoring and revising studies as appropriate.

Produce a study outlining the rural economy of the South Downs and its key sectors. Study to include: employment prospects; training and re-training needs; linkage between rural economy and market towns; analysis of agricultural base and farm structure (Theme 6); prospects for rural economy stimulation through agri/forestry grants; opportunities for sustainable development (eg re-use of redundant farm buildings, infrastructure development around market towns); potential for adding value to local products.

Encourage policies to promote sustainable development, focusing on opportunities that will help actively conserve the landscape.

Establish effective liaison mechanisms to effect more sustainable development, including housing, leisure and tourism, agriculture (ref. Theme 6) and other key areas. Disseminate information on rural socio-economic issues (Theme 10), in particular with local authorities and the Rural Community Council, and ensure adequate monitoring is in place.

Monitor and respond to the impact of developments outside the South Downs, such as coastal towns’ tourism, new house-building, etc.

Work with neighbouring authorities to control the impact of external influences in the long-term safeguarding of the South Downs (Theme P).

Outcomes

Establish a working partnership with the Rural Community Council and others.

Collate information and publish report on the various aspects of the South Downs economy and support research to fill any crucial gaps in understanding of the area. Work with relevant authorities to ensure adequate monitoring in order to report on progress.

Work with partners to develop and implement policy from the study findings.

Encourage the sustainable economy through expanding the branding scheme, VIC and other initiatives to promote tourism, e-commerce and shopping locally for local produce.

Test the concept of "Visitor Payback" using the South Downs Way as a pilot.

PEOPLE: QUALITY OF LIFE FOR ALL

Theme 8: Living in the South Downs

The image of rural life in the South Downs is one of affluence, rich commuter and retirement villages, with architecturally beautiful houses. However, such lifestyles have led to the demise of balanced communities and a loss of essential local jobs and services. Social exclusion provides a stark contrast to the popular image. There is a need to consider both the rural villages (total population of South Downs is 80,000) and the one million people living on the fringes of the Downs.

Local distinctiveness can be preserved, but the challenge is to orchestrate change to re-build more balanced communities and help stimulate the local economy, to provide for homes, jobs and services. Whether urban fringe or rural village residents, one thing is clear - the passionate concern that local people have for their area. This is a strength to be exploited, encouraging community involvement, to further the conservation of natural beauty. Local Agenda 21 lies at the heart of this — to engage and empower local people.

Aim

Engage local people in progressing actions that will improve environmental quality and promote a better quality of life.

Objectives / Key tasks to be achieved

In partnership with the rural community council and local authorities, assimilate information on community need to enable effective policy development for the South Downs.

Key areas to include: affordable housing; rural crime; community centres and village halls; public transport; village appraisals and design statements.

Assist local communities in identifying environmental problems and future needs and work with them to develop strategies and implement action.

Building on the Jigsaw Project, help draw up strategies to tackle priority issues aimed at improving the local quality of life for all, which will also benefit the Downs. Support action that contributes to the distinctive environment of the area. Help break down barriers between urban and rural perceptions (ref. Theme 10).

(Note the inter-relationship with other themes: local distinctiveness - Theme 2; public transport - Theme 9; participation and involvement - Theme 7; PR/communications -Theme 10).

Outcomes

Build partnerships with the rural community council and local authorities to identify community needs and aspirations and jointly develop appropriate policies and actions; and, support existing community projects (eg Community Bus service, parish surveys).

Identify issues arising from the Jigsaw Project and assist communities in initiating action.

Using the local distinctiveness guidelines (Theme 2), promote activities that conserve local character and promote the local skills base (eg hedge-laying, flint-walling, rural signs). Raise awareness of support schemes such as the Local Heritage Initiative, Village Appraisals and district council grants.

Expand the scope of volunteering opportunities (eg Volunteer Ranger Service, Parish Path Rangers, community groups, etc) to develop the opportunities for local action (local historical or archaeological research, interpretation, training, etc).

Seek to ensure that Local Agenda 21 is incorporated in the various Theme outcomes. Work with local authorities to help further their district commitments.

Theme 9: Enjoying the Landscape

This is one of the most popular landscapes in the country, so recreation management is fundamental to its conservation. The South Downs has the capacity to absorb millions of visitors a year, the geology is robust, the attractions many and varied, the area is highly accessible, offering peace and tranquillity for some, more active leisure pursuits for others. But, this is an area suffering from under-investment in this key area of activity: popular honeypot sites suffer serious wear and tear; hidden landscapes are damaged by inappropriate developments reducing their unspoilt, tranquil character. Some sporting activities fail to respect the nature of the Downs and can be highly damaging, and recreation and agriculture can be in conflict in places.

Guidance and control is needed to ensure that the essential environmental qualities of the South Downs are conserved and enhanced. Recognising the popularity of the area, there should also be positive promotion of the opportunities for understanding and enjoyment of the special qualities of the area. Well-resourced recreation management is the key to coping with the increasing pressures on the Downs. Leisure activities need to provide income to the local economy, with re-investment in conservation to maintain and enhance the environmental quality of the area. Improved accessibility in places and an integrated public transport network are also needed.

Aim

Promote the quiet, informal enjoyment of the South Downs and ensure that recreation activities are consistent with the conservation of the area.

Objectives / Key tasks to be achieved

Provide opportunities for the enjoyment and greater understanding of the area, through developing an integrated, comprehensive network of sites and accessible countryside (also Theme 10).

These should serve all types of legitimate users, be well-maintained and promoted to the general public, with interpretation where appropriate.

Facilitate a local countryside access forum to manage "open access" (re new Act).

Act as facilitator to bringing together all the relevant interests to advance the access issue arising from the new Countryside and Right of Way Act.

Promote informal recreation to meet demands consistent with the conservation of the area by encouraging more sustainable access and use of the countryside.

Priority areas will be walking, cycling and horse-riding, with the consideration of other quiet, low-impact activities, and support to "healthy living" promotions.

Work, with others, to manage recreation pressures, to achieve sustainable leisure and tourism practices.

Develop partnerships with leisure managers to co-ordinate recreation strategies that will benefit the conservation of the Downs; a key priority is the South Downs Way, with its local economy and tourism opportunities.

In liaison with providers and others, advance programmes to create an integrated, sustainable access network. And, support initiatives to reduce car dependency.

Target public transport, walking and riding access initiatives at popular sites, linked in with local communities to stimulate "green tourism." (See also Themes 3 and 5.)

Outcomes

Manage, and encourage others to manage, sites and other key gateways to the local area (ie site management, public transport links, interpretation, etc). Ensure sympathetic management practices are adopted (ref. Themes 1 — 5).

Implement a programme to refurbish, re-design or remove access points to local areas, in order to maintain a quality recreational experience for visitors.

Right to roam /access improvements:

Develop a RoW database across the South Downs and maintain an active RoW management programme to further enhance the access network. Work with local highway authorities to produce effective RoW improvement plans;

Implement a RoW restoration programme for major recreational and other key routes to guarantee they are open all year-round (target surfacing/drainage);

Work closely with others on Access Land issues, including establishing the essential links to areas, providing adequate wardening, increasing public awareness, managing for disabled access, etc.

Establish, with the Countryside Agency, a strategic Access Forum, made up of dedicated local people, which is capable of helping achieve a more accessible South Downs.

Recreation and Tourism:

Develop a recreation and tourism strategy: (with tourist boards, LAs, etc)

Continue the evolution of sustainable access through developing projects such as: "Tourism without Traffic" from the Transport 2000 consultancy award , "Take the Bus for a Walk" and "honeypot" shuttle buses, "Trails by Rail" and visits to Downs by train, etc (and ref. Theme 3);

Develop the "healthy living" concept with the relevant organisations;

Work up "green tourism" initiatives and seek funding sources.

Implement the South Downs Way Management Plan.

Theme 10: New Values for a New Generation

Education and awareness-building are essential for the long-term safeguarding of the environment. Greater understanding leads to respect and caring; informed people have a better chance of making better decisions. The South Downs needs the support of the people that live and work there and from the people who visit. The messages must be taken to the people, those who live in the villages, in the nearby towns and further away. And, the South Downs itself is a living, working classroom, a resource that should be fully utilised.

Interpretation and education need to be more widely applied, the promotion of the South Downs must be stepped up to reach a wider audience, rural and urban. The injection of knowledge will lead to inspiration, to touch the adults of today and, most importantly, children - the decision-makers of tomorrow.

Aim

Promote awareness and develop education and interpretation, to aid a greater understanding of the South Downs, to underpin its long-term conservation.

Objectives / Key tasks to be achieved

Develop an awareness / interpretation strategy to promote understanding, respect and a greater appreciation of the area, for the long-term protection of the South Downs.

Collect, collate and disseminate information, using tools such as the Virtual Information Centre; and, ensure that the major issues of the day, which materially affect the South Downs, are researched, understood and findings communicated to the wider public.

Work with the relevant education providers to progress environmental education to the many and varied audiences in the area.

Advocate dedicated South Downs education programmes through the national curriculum and with informal education opportunities to the wider public.

Seek opportunities to amplify this Theme through partnerships, external funding and other support.

Implement Heritage Lottery and other funded projects to augment the awareness strategy and to promote the themes and actions of the Business Plan.

Outcomes

Maintain the South Downs Virtual Information Centre, collecting key data and making sure that key information is easily accessible to the general public and others.

Education

Revise the Information and Interpretation strategy for application across the South Downs;

Develop a South Downs Education Strategy in partnership with the local education authorities, so that materials for key stages of the national curriculum can be delivered through:

the virtual information centre

key sites, such as: Seven Sisters Country Park, Woods Mill, Pulborough Brooks, Arundel Wildfowl, Weald & Downland Museum , Queen Elizabeth Country Park, the Sustainability Centre.

Develop the business plan and raise the finance for the upgrading of educational and interpretive facilities at Seven Sisters Country Park.

Develop a PR / awareness campaign for the South Downs.

Implement Heritage Lottery Fund Gateway Project, if the bid is successful.

PAB/BP01-04/7.7.00