Working in Partnership


A well-organised and inclusive AONB Partnership, with partners taking active responsibility for the delivery and on going maintenance of high quality services



4.1 Delivery of the AONB Management Plan

  • 4.1A Regularly review the governance structure, membership and support for the AONB Partnership; to be as effective, accountable, and inclusive and balanced as possible Read more
  • 4.1B Develop an induction pack for new members of the AONB Joint Advisory Committee Read more
  • 4.1C Appoint 'AONB Champions' from the JAC membership to represent the Partnership on each of the AONB Management Plan outcomes Read more
  • 4.1D Communicate regularly with county and district council committees and members to ensure all are well-informed and supportive of AONB Partnership objectives Read more
  • 4.1E Review and maintain the AONB Unit Business Plan, involving team members and AONB partners Read more
  • 4.1F Continue to offer the AONB Unit office as a work-base and meeting space for AONB partners and community groups Read more
  • 4.1G Review and update the AONB Unit Environmental Policy to maximise the sustainability of AONB management and operations Read more

4.2 Funding

  • 4.2A Implement recommendations of the AONB Fundraising Strategy (2013) to manage Partnership budgets effectively and help attract external funding from a range of sources into the future Read more
  • 4.2B Develop contingency plans with host authority, Lancashire County Council for continued reductions in AONB Partnership funding Read more
  • 4.2C Consider charging developers for pre-application advice (as many LPAs do) for larger, more significant development proposals Read more
  • 4.2D Engage with Local Enterprise Partnerships and RDPE/LEADER Local Action Groups (LAGs), aiming to secure government and EU funding and to help ensure integrated rural development project delivery within the AONB Read more
  • 4.2E Continue to work closely with Champion Bowland to encourage donations/visitor-giving initiatives and applications to the funds managed by the charitable company Read more

4.3 Monitoring and Evaluation

  • 4.3A Produce a 'State of the AONB' report to monitor overall condition of the AONB landscape and its communities, providing an evidence base for future project and programme development and funding bids Read more
  • 4.3B Develop the on-line 'Interactive Management Plan' (which enables partners and working groups to report on progress of individual projects and actions) to produce useful and user-friendly monitoring reports for the AONB Unit and partner organisations Read more
  • 4.3C Work with partners to ensure they use Biodiversity Action Reporting System 2 (BARS2) to report back to Natural England and Defra on BD2020 delivery within the AONB Read more
  • 4.3D Work with partners to ensure they use UKGAP monitoring to report back on delivery of geodiversity actions within the AONB Read more
  • 4.3E Regularly review reporting systems (e.g. e-bulletin, JAC reports, local authority reports, Defra monitoring) for the AONB Unit and Partnership to minimise repetitious reporting, wherever possible Read more
  • 4.3F Carry out regular AONB visitor surveys and tourism business monitoring to maintain an overall picture of the tourism sector within the AONB Read more

4.4 Partnership Communication

  • 4.4A Review, update and implement AONB Communication Strategy Read more
  • 4.4B Develop and implement a co-ordinated approach to public relations, as part of refreshed AONB Communication Strategy Read more
  • 4.4C Develop an AONB Partnership Advocacy Plan, particularly focusing on improving and widening communications with AONB funding partners Read more
  • 4.4D Produce a clear and concise AONB Annual Report Read more
  • 4.4E Collaborate and share 'best practice' with other AONBs and National Parks, through the NAAONB, Northern AONBs Group and established networks such as EUROPARC Read more
  • 4.4F Organise a biennial AONB conference for partners to celebrate successes and help plan for the future Read more