STRATEGIC PLAN Section Title

Transcription

1 STRATEGIC PLAN Section Title

2 WHO WE AREucti OUR AIMSction OUR GOALSction OUR ENABLERSction VISION: a beautiful and living English countryside that is valued and enjoyed by everyone WHAT MAKES CPRE UNIQUE: our campaigning is evidence-based and reasoned, as well as passionate. We are experts in the planning system and landscape character, locally and nationally. We have a long track record of achievement, dating back almost 90 years. We do not own land but defend the countryside in the public interest. 1. A planning system that protects and enhances the countryside as well as achieving positive outcomes for people, the economy and the environment 1. Making One CPRE more effective 2. Creating a more effective structure for One CPRE 3. Improving local planning support To promote and enhance the character of the countryside To promote a more sustainable approach to land use To defend the countryside from damaging development MISSION: to promote, enhance and protect the English countryside HOW WE ACT: with integrity, openness and honesty; basing our advocacy on strong evidence and proposing solutions wherever possible; working co-operatively across CPRE and with other organisations and individuals. 4. Developing our staff and volunteers 5. Growing sustainable income 6. Maximising communications impact 3. Rural landscapes and character are protected and enhanced

3 INTRODUCTIONduction The Campaign to Protect Rural England (CPRE) has a proud history. The fact that England retains so much beautiful countryside is a tribute to our work over 90 years. Our history provides inspiration for our strategy. In its first 30 years, CPRE was instrumental in shaping the town and country planning system, winning special protection for England s finest landscapes as National Parks and Areas of Outstanding Natural Beauty (AONBs), and creating Green Belts around many towns and cities. For the past 60 years, we have used these institutions to focus development on urban areas. This has both safeguarded countryside and helped create more vibrant towns and cities. The fact that only around 11% of the land area of England is classified as urban is a source of frustration for many people. It is a matter of great pride to CPRE. England s countryside provides succour and inspiration for millions of people. But it is under huge pressure. The country s population is growing; there is an urgent need for new housing; and politicians of all parties want new roads, railways, power stations and other major infrastructure. CPRE has never blindly opposed development. Our task is to question whether it is needed and, where it is, to ensure that it damages the countryside as little as possible and benefits it as much as possible. Following Brexit, we have an opportunity for the first time in more than 40 years to shape an English Agricultural Policy that supports farmers, connects people with the landscape, and reverses the damage to nature and landscapes caused by poor farming practices and a flawed subsidy regime. We must seize it. We will also work to influence the devolution agenda, promoting democratic accountability, putting the needs of rural areas on the agenda, and ensuring that due weight is given to the environmental consequences of decisions. We will challenge the influence of Local Enterprise Partnerships and the overriding weight they give to the aim of economic growth. The country lacks any joined up approach to land use. We will explore the case for an English land use strategy and how this should relate to the planning system. A strategic framework for land use will become more urgent as climate change intensifies. CPRE s vision for the countryside in 2026, our centenary year, sets out how England can achieve both necessary development and a more beautiful, better loved countryside. In the three years of this strategic plan, we will make progress towards this ambitious goal. We build on an impressive record of success in the period of our previous strategic plan, including: Our waste of space social media campaign, reinforced by heavyweight research, which persuaded the Government to give priority to brownfield development A series of housing foresight discussion papers which have helped shift the national debate on how to solve the housing crisis. In line with CPRE s analysis, the focus has moved from weakening the planning system in the hope that it will result in more house building to the question of who is going to build the houses we need 3

4 Amendments to the Housing and Planning Bill to ensure a future for rural social housing Winning unequivocal Government commitments to defend the Green Belt three year period of this strategic plan will set us on a course to achieve our 2026 Vision of a countryside that is valued and enjoyed by all as the huge national asset we recognise it to be. The extension of the Lake District and Yorkshire Dales National Parks A 500 million fund to retrofit existing roads to address issues such as light and noise pollution, and the first ever national walking and cycling investment strategy Design panels for HS2 and Highways England, both announced at CPRE events A 500 million programme to underground overhead wires in National Parks and AONBs CPRE campaigned to win this fund and we are represented on the group deciding how it should be spent A charge for single use carrier bags, which led to an 85% reduction in bag use in its first year. That means eight billion fewer plastic bags issued, and a significant reduction in litter All this is in addition to countless local victories which have resulted in development targets being reduced or redirected to less damaging areas, or that have saved specific areas of countryside from inappropriate development. In some cases CPRE branches have had to mount legal challenges to protect precious countryside. For instance, CPRE Kent won an important victory in the Court of Appeal, saving a treasured area of the Kent Downs AONB from development. In many cases, CPRE s branches are the last civic or environmental groups represented in planning inquiries, often facing an array of barristers from developers and local authorities. They save great areas of countryside that would otherwise be lost; the whole country would see the damage if CPRE did not exist. We will continue our core business of standing up for the countryside in the period of the next strategic plan, with national office, our 43 branches and eight regional groups working closely together and supporting each other. We intend that the work we do in the 4 CPRE Strategic Plan

5 STRATEGIC GOAL 1: A PLANNING SYSTEM THAT PROTECTS AND ENHANCES THE COUNTRYSIDE AS WELL AS ACHIEVING POSITIVE OUTCOMES FOR PEOPLE, THE ECONOMY AND THE ENVIRONMENT Strategic Objective 1: a planning system that protects and enhances the countryside The principles on which the planning system is based are generally sound. Planning is essential because left to its own devices the market will not deliver the development outcomes society needs. But planning is not working. Too much countryside is lost unnecessarily; too many developments are poor quality. Work to improve the current planning system, and use it tenaciously to defend the countryside against inappropriate development. Develop and promote a clear, longterm vision for a better planning system. CPRE was instrumental in developing the 1947 Town and Country Planning Act, one of the great legacies of the post-war settlement. Successive reforms over two decades have served both to weaken and over-complicate that system. The immediate priority is to make the current system work. But for the longer term, it is time to rethink planning. Strategic Objective 2: national policy supports realistic housing targets in local plans Local authorities are required to identify housing need and make plans to meet and preferably exceed it. But it is clear that calculations of objectively assessed need (OAN) are often driven by unrealistic and untested growth assumptions, and that local housing targets too often ignore environmental and planning constraints, including the Green Belt. Disputes over OAN and housing targets delay the preparation of local plans, leaving a policy vacuum that favours unscrupulous developers over those wanting to deliver genuinely sustainable development. Furthermore, because the housing targets are significantly higher than the industry s capacity to build new homes, they are inevitably not met and councils are forced to identify yet more greenfield sites, while better located brownfield sites lie unused. Advocate national policy that supports realistic housing targets and prevents the unnecessary loss of countryside that results from housebuilders failure to deliver on suitable brownfield sites Help CPRE branches ensure more realistic targets in local plans Ensure affordable housing needs in rural areas are specifically accounted for in local housing targets, and delivered as a priority 5

6 Strategic Objective 3: more and better use of brownfield land for development CPRE supports a brownfield first, greenfield last strategy as a general principle. It is generally better to reuse existing buildings and previously developed urban land than to build on green fields. We need to tap the potential of suitable brownfield sites while protecting the character and quality of existing residential areas. It makes social, environmental and economic sense for most new development to occur in built-up areas, where infrastructure and services are already in place or can easily be provided, rather than in the countryside. Brownfield development is essential for urban regeneration. Done well, it brings homes, jobs and services closer together, reduces car dependence and enhances communities. However, not all previously developed sites should be considered suitable for development. Land that is important for nature, historically significant or valuable as open space should be safeguarded from development. Strategic Objective 4: stronger and better implemented national policy on Green Belt protection The Green Belt prevents urban sprawl, protects the character of towns and cities, and saves countryside. It helps us make the best use of the limited land we have. Without the Green Belt, we would have lost considerably more countryside to urban sprawl. Green Belt policy has been a great success, but England s Green Belts are increasingly undermined both in principle and in practice. We will fight to protect them. Oppose any loss of Green Belt land where the exceptional circumstances and very special circumstances tests are not clearly met Fight threats to the Green Belt Support local CPRE branches campaigning to protect their Green Belt Campaign to ensure that the principle of brownfield first underpins all planning policies for housing Demonstrate the existence and viability of brownfield land to meet housing need Support local communities in identifying and promoting brownfield sites in brownfield registers, neighbourhood and local plans 6 CPRE Strategic Plan

7 STRATEGIC GOAL 2: EFFICIENT INFRASTRUCTURE SYSTEMS THAT ENHANCE THE BEAUTY AND VITALITY OF THE COUNTRYSIDE Strategic Objective 5: a transport system that enables more sustainable travel choices, particularly in rural areas The Government is poised to implement the biggest road-building programme since the 1970s. Not only are precious landscapes threatened, but increasing road capacity stimulates sprawl and makes brownfield regeneration less likely. Safety improvements and retrofitting to improve environmental standards should be the Government s main focus. Meanwhile, investment in other forms of travel is being cut outside the big cities, making it harder to get around rural areas without a car. Make a compelling case that additional road capacity should be the option of last resort in national transport policy Provide clear, evidenced arguments to challenge the current push for new roads Show how policy and public spending can support sustainable travel in rural areas Engage in design panels and other processes to ensure road and rail infrastructure helps improve local character and tranquillity Strategic Objective 6: a National Infrastructure Commission that delivers benefits for the countryside Politicians agree on the need for new infrastructure billion is set to be invested over the next decade (excluding social infrastructure such as schools and hospitals). The National Infrastructure Commission (NIC) will provide independent strategic advice to government, but there is a danger that expert advice will take power even further away from local people, and at a time when public mistrust is a major barrier to infrastructure delivery. We need a new approach to infrastructure planning, where local voices are truly heard, and where major infrastructure benefits local places as well as the national economy. Work to influence the National Infrastructure Assessment so that it brings lasting benefits to rural communities Provide evidence for a National Infrastructure Assessment that supports the transition to a landscape-friendly energy system Promote innovative ideas on how to engage the public on major infrastructure decisions 7

8 STRATEGIC GOAL 3: RURAL LANDSCAPES AND CHARACTER ARE PROTECTED AND ENHANCED Strategic Objective 7: a new English Agricultural Policy that benefits the countryside Farming is the biggest influence on the quality of the English landscape and the health of our countryside. While planning policy has ensured that most of England remains open, agricultural policy has resulted in too much degraded countryside. Brexit presents a great opportunity to reverse the damage caused by industrial agriculture and to make farming and the countryside more resilient. Provide thought leadership on how a new farming system can deliver public benefits beyond food production, including landscape enhancement and healthier soils Seek to influence Government policy through processes such as the 25-year Food and Farming Plan and any Agriculture White Paper to support public funds for public benefit Strategic Objective 8: the distinctive rural landscapes people enjoy are enhanced and better protected England s diverse landscapes are hugely important to the nation s health and well-being. They make a significant contribution to the economy; are home to many species; and provide vital environmental services such as carbon storage and alleviating flooding. However, landscapes are often undervalued by policy makers. The need to protect and enhance rural landscapes underpins all of CPRE s work on planning, transport and infrastructure. Ensure government policies, including the 25-year Natural Environment Plan, contain explicit measures to protect and enhance landscape character Campaign for stronger and better implemented planning protection for National Parks and Areas of Outstanding Natural Beauty 8 CPRE Strategic Plan

9 Strategic Objective 9: a more tranquil countryside with darker skies Tranquillity, the quality of calm experienced in places with mainly natural features and activities, is an essential quality of the countryside. Dark skies represent a major difference between rural and urban areas, but light pollution is a serious problem in many places. Seek to influence national planning and infrastructure policies to safeguard rural tranquillity Help CPRE branches to persuade local authorities to control light pollution and protect dark skies in their areas Work with Highways England and local highway authorities to reduce light pollution from the road network Strategic Objective 10: a countryside unspoilt by litter CPRE has a bold aim to ensure that within a generation, the countryside is no longer spoilt by litter. Currently, rural roads experience the highest level of littering from vehicles and reduced council budgets make it less likely that litter will be cleared up, particularly in rural areas. People care about litter but the policy approach to litter solutions lacks strategic focus and co-ordination. We will campaign for stronger action to tackle litter and for new interventions, such as deposit return systems for drinks containers. We will assess how best to support CPRE branches and other volunteers to take action and work to maximise our impact and influence by collaborating with others. Campaign for stronger legislation so that local councils have an effective legal framework to deal with litter Run a three-year pilot in one county to test how to achieve improved county-wide co-ordination of services Campaign for a universal carrier bag charging scheme, overturning existing exemptions Lead a broad-based campaign for a deposit return system for drinks containers Support more people to take local action against litter across England 9

10 STRATEGIC ENABLERS CPRE has committed branches, excellent, highly motivated volunteers and staff, and sound finances. We also have a clear vision of the countryside we want to see in 2026, our centenary year. This three-year plan is informed by that vision. To deliver it, we will need to continue to support our branch network; to invest in volunteers and staff; to manage our finances, maximising our income and spending prudently; and to maximise the impact of our communications, both through traditional media and online. Strategic enabler 1: making One CPRE more effective CPRE s national office, eight regional groups and 43 branches have worked much more collaboratively in recent years. Our Memorandum of Understanding, which sets out mutual expectations, indicates our common desire to maximise our impact and avoid the disagreements and misunderstandings that often characterise federal organisations. We will continue to strengthen this process of collaboration and provide support for branches, both through our staff and resources and also by continuing to connect branches and regions together, enhancing everyone s ability to share knowledge and learn from each another. Provide campaign training for all branches and regions Fund forward planning facilitation to help branches create realistic plans and monitoring processes Develop the annual mailing process to ascertain progress towards achieving our shared standards criteria Provide help to those branches that need more support to achieve our shared standards Consider supporting more joint funded initiatives, like the Urban Network Strategic enabler 2: creating a more effective structure for One CPRE There are strengths and weaknesses in CPRE s current federated structure. Can we develop a structure that achieves more effective and efficient delivery of our charitable purpose, both nationally and locally, alongside better and more consistent services for our supporters? As part of the planning process many felt we should consider this, although few felt it was the most urgent of issues. So we propose to start scoping this work in 2017 with a view to more detailed work being undertaken in 2018, if appropriate. Agree who and how the work will be undertaken (e.g. a task and finish group) Agree whether external advisers need to be involved Start to research alternative models It seems likely that this work will establish a range of options and there will be a significant evidence base from other charities. Evolution is preferable to revolution and so in the meantime we should retain an open mind to trying out alternatives from 2017 onwards. These could include: New regional or sub-regional structures Branches merging More branches moving to skills-based executive committees or boards Exploring shared service provision 10 CPRE Strategic Plan

11 Strategic enabler 3: improving local planning support The planning system can be an important tool of environmental protection. In many cases, it provides the only means a community has for protecting and improving its area. Yet we know branches, community groups and individuals find it increasingly difficult to influence local planning decisions. The Government s drive for economic growth and support for deregulation is creating a planning system that is increasingly developer-led and unresponsive to local concerns. Work to develop and raise funds for a targeted system of planning support for key CPRE audiences that improves the outcomes of the planning system at a local level Strategic enabler 4: developing our staff and volunteers CPRE national office is aiming to maintain a sustainable level of around 40 permanent members of staff, and supplement this with fixed term posts, often funded by third parties, graduate trainees paid the London living wage, temporary staff and volunteers. It is important that we invest in our staff and volunteers, supporting their personal development and improving their skills. This investment needs to be underpinned by effective recruitment, performance management and reward/recognition processes. Strategic enabler 5: diversify income streams and grow sustainable, unrestricted income Increased scrutiny of fundraising, a new regulator and the creation of a Fundraising Preference Service will continue to provide challenges to raising much needed funds. CPRE will continue to invest in fundraising to meet these challenges and ensure our supporters are at the heart of what we do. Follow the highest ethical standards in all our fundraising Comply with changing rules and regulations Assess the long-term impact of a changing fundraising environment and adapt as appropriate Invest in growing long-term legacy income for the whole organisation Review membership and plan how to grow our supporter base and unrestricted income cost-effectively Invest in supporter recruitment to ensure longer term sustainability Aim to develop appropriate corporate partnerships Improve our campaign planning and develop compelling projects in order to grow our major gifts programme We need to improve our knowledge management processes see strategic enabler 6, next page. 11

12 Strategic enabler 6: communications that reach key audiences with clear messages Our websites, both nationally and locally, no longer fully meet the needs of an increasingly digitally literate audience. We also want to take advantage of new technologies to improve knowledge management and internal collaboration. Improve the ways in which we connect and collaborate across the organisation by creating an intranet Rebuild the national website Develop our digital supporter base Strategic enabler 7: making CPRE s national office more effective CPRE is likely to remain in its current offices until February 2022, but central London offices are becoming increasingly unaffordable for small charities. We will explore alternatives, which will almost certainly involve staff working more flexibly. A 500k provision has been made towards the cost of moving in Improve our ability to work and collaborate when working remotely Invest in our office design, including IT and audio visual systems Continue to review our publications in order to support our campaigns Continue to build on our high media profile Align our communications strategies to attract new members and supporters 12 CPRE Strategic Plan