[Title will be auto-generated] by Northwest Regional Development Agency

HADRIAN’S WALL NEW ORGANISATION STRUCTURE PROPOSALS PRESENTED TO STEERING GROUP April 2005

1. Executive Summary .....................................................................................3 Background ..................................................................................................3 Legal Constitution.........................................................................................3 Organisation Structure .................................................................................4 Core Priorities...............................................................................................6 Core Activities ..............................................................................................6 Operational Funding.....................................................................................7 Key Relationships.........................................................................................8 2. Introduction ..................................................................................................9 2.1 Background .......................................................................................9 2.2 Current Organisation .........................................................................9 2.3 Progress to Date..............................................................................10 3. Legal Status ...............................................................................................11 3.1 Options Analysis ..............................................................................11 3.2 Charitable Status .............................................................................11 3.3 Non-Charitable, not-for-profit Company limited by guarantee..........12 3.4 Community Interest Company .........................................................12 3.5 Possible Associated Entities for ‘NewCo’ ........................................13 3.6 Conclusion.......................................................................................13 4. Proposed Organisation Structure...............................................................14 4.1 Vision & Core Activities....................................................................14 4.2 Overview of Proposed Structure......................................................15 4.3 Implementation of New Organisation...............................................19 5. Priorities & Core Activities.......................................................................20 5.1 WHS Management Strategy & Plan ................................................20 5.2 Capital Development & Investment .................................................20 5.3 Heritage & Education.......................................................................22 5.4 Conservation ...................................................................................22 5.5 Core Activities..................................................................................23 6. ‘NewCo’ Funding ....................................................................................24 6.1 Current Funding Baseline ................................................................24 6.2 Start Up Estimates...........................................................................24 6.3 Transitional Funding ........................................................................26 6.4 Additional Sources of Funding.........................................................27 7. Managing Key Relationships ..................................................................27 7.1 UNESCO .........................................................................................27 7.2 Tourism & Leisure Industry..............................................................27 7.3 Local Communities ..........................................................................28 7.4 Heritage & Conservation Bodies......................................................28 8. Annexes ..............................................................................................31 Organisation Roles Overview .....................................................................31 List of Proposed Potential Members...........................................................31

1. Executive Summary Background In April 2003 One NorthEast Development Agency and the North West Development Agency jointly funded a 12 month strategic review of the World Heritage Site of Hadrian’s Wall. The Major Study recommended a vision, branding position, strategy and development plan focusing on the Wall and the surrounding landscape and communities. The proposals are forecast to generate 1622 jobs across the North of England between 2004 and 2011. Hadrian’s Wall was designated a World Heritage Site (WHS) in 1987. Currently there are three entities involved in the governance and operational framework of Hadrian’s Wall. Hadrian’s Wall Management Plan Committee, the Hadrian’s Wall Coordination Unit and the Hadrian’s Wall Tourism Partnership, these share the coordination, delivering and monitoring activities impacting on WHS and its setting. The creation of the Hadrian’s Wall Path National Trail in 2004 increased the number of delivery partners. The establishment of a single body with responsibility for the entire wall is needed to ensure that the full potential of the Wall is realised. In September 2004 both Agencies confirmed that establishing the new organisation, ‘NewCo’, would be the main focus of their activity in the short term.

Legal Constitution Two options for the legal constitution of ‘NewCo’ were considered; establishing ‘NewCo’ as a charitable company limited by guarantee, as suggested in the Major Study, or as a non-charitable not-for-profit company limited by guarantee. The main advantages of charitable status include: • Charities are entitled to certain tax benefits • Gifts can be made to charities in a tax-efficient way • Charities are entitled to 80% mandatory relief from normal business rates on buildings occupied and used for their charitable purposes • Access to a wider range of sources of grant funding than noncharitable organisations via certain trust funds and other public funds that are restricted to charitable bodies

The other option to consider is that of establishing a non-charitable, not-forprofit Company limited by guarantee. Organisations set up on a not-for-profit basis have scope to carry out a wider range of activities than is permitted for charities. The main advantages of selecting this option include: • • • •

There are no specific restrictions on the range of activities that can be undertaken The company would be subject to company law rather than any regulatory body such as the Charity Commissioners Directors of a non-charitable, not-for-profit company can be paid for their services There is the future option to convert to charity status or for the company to establish a ‘sister’ charity for part of its activities.

Whether ‘NewCo’ is set up as a charity or as a non-charitable not-for Profit Company, it may in due course wish to establish associated entities. It is proposed that the organisation should be a non-charitable, not-forprofit company limited by guarantee. This would be a company registered at Companies House. Ward Hadaway, Legal Advisors appointed by the Agencies, have confirmed that the use of a company limited by guarantee is an appropriate structure for the proposed organisation.

Organisation Structure The vision for the new organisation, as agreed by the Hadrian’s Wall Steering Group is; ‘Realising the economic and cultural regeneration potential of Hadrian’s Wall; through sustainable tourism development, management, and conservation activities to benefit the local community and the wider region, in a way that reflects the values embodied in the World Heritage Site Management Plan’.

Proposed NEWCO Structure Ceremonial President Members (25) ONE NE NWDA English Heritage Countryside Agency National Trust Local Authorities Others

WHS Management Plan Committee

BOARD OF DIRECTORS Independent Chair(1) Regional Development Agencies (2) English Heritage (1) Countryside Agency (1) Public Sector Nominees – (1) Private Sector Nominees – (1) Voluntary Sector Nominee - (1) NEWCO CEO (Reporting) NEWCO CFO (Reporting) Organisation CEO Development Finance Operations Hadrian’s Wall Path Community Brand Conservation Heritage Admin

Support

Potential Associated Entity (1) Charity Education Preservation of Sites for Public Benefit

Potential Associated Entity (2) Trading Subsidiary

Expert Panels

Design Delivery Teams

Working Groups

There will be two categories of company membership: •

Founder Members: ONE NorthEast and North West Development Agency

•

Other Members: English Heritage, the Countryside Agency, the National Trust and relevant authorities which have Hadrian’s Wall within their remit. Relevant authorities are to be county councils, district councils, unitary authorities and National Park Authorities. Other members can be proposed at the absolute discretion and by unanimous agreement of all the members

To maintain a workable membership it is proposed to limit the number of members to a maximum of 25. The proposed structure envisages an Executive Board where the independent chair holds the casting vote. These following organisations will each have a nominated Director on the Board: - ONE NorthEast - NorthWest Development Agency - English Heritage - Countryside Agency The organisation is headed by a Chief Executive supported by a Chief Finance Officer. They will lead a small core team of permanent employees who will be responsible for strategic planning, brand and product development, such as; the promotion of the Hadrian’s Wall Path National Trail, capital works portfolio management and procurement of services and products. ‘NewCo’ delivery against the WHS Management Plan 2002 – 2007 will be monitored by the WHS Management Plan Committee. The operating model is shown below.

NEWCO - Operational Overview NEWCO

FLEXIBLE NEWCO CAPABILITY

• Strategic Leadership & Direction • WHS Management Plan

Contracts for Products & Services

Potential Suppliers include: • Tourist Boards & DMOs

• Heritage & Education

• Conservation Specialists

• Conservation

• Architects & Designers

• Investment Prioritisation • Brand Strategy & Marketing • Capital Works Portfolio Management • National Trail • Fund Raising • Relationship Management/Communications

• Transport Providers • Technical Support

To Deliver: Capital Investment Programmes Marketing Campaigns & Publications Quality related Projects & Initiatives …..etc

OPERATIONS

CEO Works in Partnership

Heritage & Access

Brand & Product Development

Capital Works Portfolio

Potential Partners include: • Planning Authorities • Highways Authority • Local Strategic Partners • Private Site Owners

• Chambers of Commerce

The organisation will work closely with regional tourism teams and wider tourism and leisure industry networks. They will procure additional and specialist resources, services or products as required on a seconded or contract basis. This flexible operating model will enable the organisation to reduce financial exposure at start up without compromising on quality. The main milestones of the Implementation Plan are: • Organisation Structure Agreed May 2005 • Financial Structures Confirmed May 2005 • ‘NewCo’ Registered July 2005 • Initial Appointments Announced July 2005 • ‘NewCo’’ ‘Launch’ September 2005 • Core Team Appointments Completed November 2005 • ‘NewCo’ fully operational January 2006

Core Priorities ‘NewCo’ will operate within the strategic framework of the Hadrian’s Wall Management Plan. Essentially the core priorities set out the matters that have to be addressed. There are several, overarching priorities: • • • •

WHS Management Plan Capital Development & Investment Heritage & Education Conservation

Core Activities The way in which ‘NewCo’ will work is to deliver against the core priorities is captured in the following list of core activities: Strategic Leadership - the new organisation will be set up to provide the direction and leadership required to maximise the potential of the Wall in contributing to economic re-generation. The WHS Management Plan Vision provides the core direction for ‘NEWCO’ by setting out the broad range of activities and responsibilities; statutory and non-statutory that fall within the remit of ‘NEWCO’ and other key stakeholder groups. It will be an inevitable consequence of these activities that some decisions will fail to meet with the approval of everyone engaged with the Wall. Relationship Management – This will adopt collaborative ways of working through the effective use of partnership agreements, well developed and sensitively targeted communications and a visible commitment to safeguarding the integrity of the Wall. Brand & Product Development – The work will reflect the wider, international audience that should form part of any WHS target audience as well as building on national and regional recognition. The brand strategy will influence the prioritisation of capital investment and product development. 6

‘NewCo’ will work closely with regional tourism teams and wider tourism and leisure industry networks to support on-going improvement and investment. Conservation - ‘NEWCO’ will have a ‘duty of care’ for the World Heritage Site including the Hadrian’s Wall Path National Trail. It must be clear from ‘NewCo’ leadership and their activities that the protection of the fabric and landscape setting of the Hadrian’s Wall corridor is paramount. Funding Development – The organisation will be focused on widening the existing investment base through new public and private partnerships. Additionally ‘NewCo’ will be initiating pro-active and sustainable fund raising activities.

Operational Funding ‘NewCo’ will be established as a ‘not-for-profit’ company. It will have no immediate assets and no financial track record. It is anticipated that the core organisation will be, at least in the first five years of operation, wholly dependent upon funding contributions. As ‘NewCo’ is expected to acquire responsibility for the Hadrian’s Wall Management Plan it is anticipated that current resources committed to supporting the work of the Management Plan. For business planning purposes it is assumed that ‘NewCo’ will have an average capital expenditure of £7,000,000 on project work and impose a management charge in the region of 5%. The indicative revenue stream is in the region of £2,000,000 pa. Start Up costs are calculated as £570,152 (base) up to a maximum of £629,110. These figures reflect the likelihood of phased start up. The production of the Management Plan for 2007/12 in 2007 is the most likely trigger for any significant increase in overall costs as reflected in the second table below. Forecast Costs Years 3 - 5 Base Treasury Deflator* 570,152.00 998,610.00 1,025,572.47 2.70 1,053,262.93 2.70 1,081,701.03 2.70

Maximum Treasury Deflator 629,110.00 1,147,360.00 1,178,338.72 2.70 1,210,153.87 2.70 1,242,828.02 2.70

Forecast with Increased Staff Years 3 - 5 Base Treasury Deflator* Overall Year 1 570,152.00 Overall Year 2 998,610.00 Overall Year 3 1,161,572.47 2.70 Overall Year 4 1,192,934.93 2.70 Overall Year 5 1,225,144.17 2.70

Maximum Treasury Deflator* 629,110.00 1,147,360.00 1,378,288.72 2.70 1,415,502.52 2.70 1,453,721.08 2.70

Overall Year 1 Overall Year 2 Overall Year 3 Overall Year 4 Overall Year 5 Source: HM Treasury

Source: HM Treasury

Key Relationships Key relationships include: • UNESCO • Tourism & Leisure Industry • Local Community • Heritage & Conservation Bodies

2. Introduction 2.1

Background

2.1.1 In April 2003 One NorthEast Development Agency and the NorthWest Development Agency jointly funded a 12 month strategic review of the World Heritage Site of Hadrian’s Wall. The review was initiated in response to key management issues identified in the Hadrian’s Wall 2nd Management Plan. International consultancy firm, Economic Research Associates (ERA), were commissioned to assess the potential of Hadrian’s Wall to support the regeneration of the North of England through the growth of tourism revenues. The final report was delivered during May 2004. 2.1.2 The Major Study recommended a vision, branding position, strategy and development plan that is forecast to generate 1622 jobs across the North of England between 2004 and 2011. The Study identifies a “strong economic rate of return” to 2025 of just over 38% in real terms. It indicates an increase in visitor expenditure of 34% across the two regions. The Strategy would be to deliver: • • •

2.2

“The Greatest Roman Frontier”(GRF) through sustainable development Create an organisational structure to fund, deliver and manage the GRF with buy-in from stakeholders Build consumer awareness of and create a call to action for GRF.

Current Organisation

2.2.1 Hadrian’s Wall was designated a World Heritage Site (WHS) in 1987. All WHS are required to produce a Management Plan agreed by all site owners and key stakeholders. Hadrian’s Wall is not confined to a single, defined site but stretches from the East to the West coast of Northern England creating a corridor of communities and rural economies. It is in the multiple ownership of a wide variety of individuals and organisations ranging from individual farmers through to national heritage bodies, charities and public local authorities. 2.2.2 Since 1987 two executive bodies evolved in that monitor progress against the WHS Management Plan and coordinates its delivery: • •

Hadrian’s Wall Management Plan Committee (HWMPC) Hadrian’s Wall Tourism Partnership (HWTP)

The Hadrian’s Wall Coordination Unit (HWCU) services the work of the Hadrian’s Wall Management Plan Committee (HWMPC). 9

2.2.3 Also, there is team of people responsible for the Hadrian’s Wall Path National Trail. The Hadrian’s Wall Path National Trail is funded by the Countryside Agency with support from the Heritage Lottery Fund. Staff are employed by the Highways Authority (Northumberland County Council).

2.3

Progress to Date

2.3.1 In September 2004 both Agencies confirmed that establishing the new organisation, ‘NewCo’, would be the main focus of their activity in the short term. The Hadrian’s Wall Steering Group was set up in October 2004 to direct the overall work of the Hadrian’s Wall Major Study Programme and monitor progress against agreed milestones until such time when ‘NewCo’ will be established. The group oversees the implementation of three key areas of activity: • • •

Development and Establishment of a New Single Body, ‘NewCo’’, to Manage Hadrian’s Wall Progressing the Capital Development Plan Communications with Stakeholders.

The Group reports, via the Chair, to the executive teams in One NorthEast and NWDA. 2.3.2 During December and January the Group agreed the vision, core activities and ambitions for ‘NewCo’. The proposals set out in this summary document for the organisation structure have been developed and discussed at Steering Committee meetings in March and April.

3. Legal Status 3.1

Options Analysis

3.1.1 Two options for the legal constitution of ‘NewCo’ were considered; establishing ‘NewCo’ as a charitable company limited by guarantee, as suggested in the Major Study, or as a non-charitable not-for-profit company limited by guarantee. The advantages and dis-advantages of each option are summarised below.

3.2

Charitable Status

3.2.1 It has been proposed that ‘NewCo’ should consider applying to the Charity Commission for registered charity status. In order to achieve registered charity status the organisation must have objects which are exclusively charitable. In addition, its activities must be charitable and it must not confer benefits on private individuals (including trustees) except in a way which is purely incidental to the fulfilment of its charitable purposes. The main advantages of charitable status include: •

Charities are entitled to certain tax benefits

•

Gifts can be made to charities in a tax-efficient way

•

Charities are entitled to 80% mandatory relief from normal business rates on buildings occupied and used for their charitable purposes

•

Access to a wider range of sources of grant funding than noncharitable organisations via certain trust funds and other public funds that are restricted to charitable bodies

3.2.2 The limitations of adopting charitable status include:•

The charity must be established for objects which are exclusively charitable. If the primary aim of ‘NewCo’ is economic regeneration rather than as an incidental consequence of its activities, the Charity Commission requires additional criteria to be met including:

•

The need for ‘NewCo’ to develop criteria to determine that the area is in need of regeneration

•

Engagement in a range of activities such as; providing financial assistance to people who are poor, providing education, training and re-training opportunities especially for the unemployed, ensuring the preservation of buildings in the area which are of historical or architectural importance etc.

3.3

Non-Charitable, guarantee

not-for-profit

Company

limited

3.3.1 The other option to consider is that of establishing a non-charitable, not-for-profit Company limited by guarantee. Organisations set up on a not-for-profit basis have scope to carry out a wider range of activities than is permitted for charities. This type of structure is commonly used for a range of social enterprises and companies set up, often with public funding, to pursue a range of activities which are considered to be in the public interest although not necessarily specifically charitable. The main advantages of selecting this option include: • • • •

3.3.2 The limitations of organisation include: • • •

3.4

establishing

non-charitable,

not-for-profit

Liability for payment of corporation tax, capital gains tax, stamp duty and stamp duty land tax where due Not enjoying the tax concessions or exemptions that a charitable organisation does Business rates relief at local authority discretion

Community Interest Company

3.4.1 The Companies (Audit, Investigations and Community Enterprise) Act 2004 has introduced a new type of company called the community interest company. The provisions of the 2004 Act relating to community interest companies are due to come into force on 1 July 2005. Companies limited by guarantee will be eligible to be community interest companies provided they satisfy the community interest test of carrying on their activities for the benefit of the community. There are as yet no regulations indicating the types of activity which may or may not satisfy the community interest test. ‘NewCo’ may wish to consider whether there is any benefit to it in applying for community interest company status when the provisions come into force and if so, amendments to the constitution of ‘NewCo’ will have to be considered at that stage.

3.5

Possible Associated Entities for ‘NewCo’

3.5.1 Whether ‘NewCo’ is set up as a charity or as a non-charitable not-for profit company, it may in due course wish to establish associated entities. 3.5.2 If ‘NewCo’ does decide to apply for registered charity status, it is recommended that the powers will include the ability to set up a subsidiary trading company. Charities can properly carry out what is called “primary purpose trading”. This is a trade which is exercised in the course of the actual carrying out of a primary purpose of the charity. 3.5.3 If ‘NewCo’ is set up as a non-charitable not-for-profit company, it may wish in due course to put charitable activities into a “sister” charity and to ring-fence any potentially risky trading activities in a subsidiary trading company. There is not the same requirement as for charities that any subsidiary company should make a profit. Any profits made by the subsidiary trading company will be subject to corporation tax before any dividend can be paid to the parent company. If a “sister” charity has been established, the subsidiary could consider donating some or all of its profits to the charity in a tax efficient way under the gift aid scheme.

3.6

Conclusion

3.6.1 It is proposed that the organisation should be a non-charitable, not-forprofit company limited by guarantee. This would be a company registered at Companies House. Ward Hadaway, Legal Advisors appointed by the Agencies, have confirmed that the use of a company limited by guarantee is an appropriate structure for the proposed organisation.

4. Proposed Organisation Structure 4.1

Vision & Core Activities

4.1.1 The vision for the new organisation, as agreed by the Hadrian’s Wall Steering Group is as follows: ‘Realising the economic and cultural regeneration potential of Hadrian’s Wall;

through sustainable tourism development, management, and conservation activities to benefit the local community and the wider region, in a way that reflects the values embodied in the World Heritage Site Management Plan.

4.1.2 Underpinning the vision there are a series of core activities that ‘NewCo’ will be expected to undertake including: •

• •

•

Strategy – defining & delivering strategy using the production of the WHS Management Plan to achieve continuous improvement against objectives. The WHS Management Plan Vision provides the core direction for ‘NEWCO’ by setting out the broad range of activities and responsibilities; statutory and non-statutory that fall within the remit of ‘NEWCO’ and other key stakeholder groups Relationship Management – establishing effective working relationships, with a diverse range of stakeholders and Partners, capable of resolving contentious issues that threaten progress. Brand & Product Development – stimulating innovation and supporting entrepreneurial activities whilst presenting an attractive and consistent image that is in keeping with World Heritage Site status, e.g. promoting the Hadrian’s Wall Path National Trail Finance – focused on securing investment, widening investment base through partnerships and consolidating assets, initiating pro-active and sustainable fund raising activities Conservation – adopting an engaged, constructive and sometimes challenging approach towards investment prioritisation, maintenance and the safeguarding of the World Heritage site. ‘NEWCO’ will have a ‘duty of care’ for the World Heritage Site including the Hadrian’s Wall Path National Trail. It must be clear from ‘NewCo’ leadership and their activities that the protection of the fabric and landscape setting of the Hadrian’s Wall corridor is paramount. Heritage & Education – commissioning specialist services to support the educational mission of the organisation and contribute to wider global appreciation of the Roman era. The delivery of Heritage and Education activities will stimulate wider appreciation of the unique qualities of the World Heritage Site.

Additional details of the core activities are provided in Section 5 of this paper. 14

4.2

Overview of Proposed Structure

4.2.1 The proposed new structure assumes ‘NewCo’ will be a non-charitable, not-for-profit company limited by guarantee. The option to create two associated entities; a charity and a trading subsidiary will be considered at a future date by ‘NewCo’. 4.2.2 The proposal to establish a not-for-profit Company allows for associated entities, in this instance, a charity and a trading subsidiary. It was acknowledged in the Major Study that a significant element of the work required to generate interest and enthusiasm in the Wall would be educational. The financial benefits associated with charitable status including tax breaks for organisations choosing to second employees to work for the charity provide a justification for differentiating the educational component of ‘NewCo’ and addressing it through the charity. 4.2.3 The case for establishing a trading subsidiary would be based on the need to improve the visitor experience and the desire to act as a catalyst for local and regional businesses associated with the Wall. Both will require some degree of engagement in the delivery of services and products, for example, joint ticketing or developing the Hadrian’s Wall brand in the marketplace to provide cost effective channels to market for local and regional businesses. ‘NewCo’ will work closely with regional tourist teams and wider tourism and leisure industry networks to achieve this aim. 4.2.4 It is proposed to appoint a ceremonial President to raise the profile of the new organisation and increase awareness of Hadrian’s Wall across new audiences. 4.2.5 The existing WHS Management Plan will provide the framework and direction for ‘NewCo’ and it is proposed to retain the current Management Committee for the duration of the current Plan to March 2007. This will provide valuable continuity during ‘NewCo’ start up and ensure effective transfer of intellectual capital. 4.2.6 There will be two categories of company membership: •

Founder Members; Development Agency

•

Other Members – English Heritage, the Countryside Agency, the National Trust and relevant authorities which have Hadrian’s Wall within their remit. Relevant authorities are to be county councils, district councils, unitary authorities and National Park Authorities. Other members can be proposed at the absolute discretion and by unanimous agreement of all the members

ONE

NorthEast

and

North

West

4.2.7 To maintain a workable membership it is proposed to limit the number of members to a maximum of 25. A list of proposed potential Members is provided in the Annex to this paper. 4.2.8 The proposed ‘NewCo’ structure is shown in the diagram below.

Proposed NEWCO Structure Ceremonial President Members (25) ONE NE NWDA English Heritage Countryside Agency National Trust Local Authorities Others

WHS Management Plan Committee

Support

Potential Associated Entity (1) Charity Education Preservation of Sites for Public Benefit

Potential Associated Entity (2) Trading Subsidiary

Expert Panels

Design Delivery Teams

Working Groups

The proposed structure envisages an Executive Board where the independent chair holds the casting vote. The following organisations each have a nominated Director on the Board, these will comprise the ‘Core’ Directors: - ONE NorthEast - NorthWest Development Agency - English Heritage - Countryside Agency 4.2.9 The nominated Directors, or ‘core’ Directors will be selected by their parent organisation against an assessment of skills and experience required by the Board. It is envisaged that the Board will collectively have competency and experience in the following areas: • • • • • • •

Strategic Planning Corporate & Public Sector Finance Risk Management Brand and Product Development Complex Programme Delivery Tourism & Leisure Industry Economic Regeneration 16

• • •

Company Start-Ups Archaeology Heritage Conservation

4.2.10 The appointment of the Independent Chair will be undertaken by the core Directors in accordance with the Nolan requirements. The process will be as follows: • • • • • •

Selection process is open – the role will be advertised and canvassed Appointment will be based on merit taking account of the overall board composition and need for appropriate mix of skills and background A role specification will be produced The core Directors will conduct the selection process and make the appointment The core Directors recommend the individual to the membership Members vote on the recommendations at the Annual Standing Conference or Exceptional Standing Conference. A simple majority is required for the appointment to be approved.

4.2.11 The Chair and all Directors will serve for a four year term with the possibility of serving a maximum 8 years on the Board. 4.2.12 The appointment of the remaining three Directors and the senior executives in ‘NewCo’ will be undertaken by as follows: • • • • •

• •

Selection process is open – each appointment should be advertised and canvassed Board appointments based on merit taking account the overall board composition and need for appropriate mix of skills and background Role specifications produced for each role A nominations sub-committee should be established to consider applications The Nominations sub-committee comprises: o Chair of Board of Directors (unless none in post) o Four core Directors (ONE, NWDA, English Heritage and Countryside Agency) The Nominations Committee recommend persons for appointment to the membership Members vote on the recommendations at the Annual Standing Conference or Exceptional Standing Conference. A simple majority is required for the appointment to be approved.

4.2.13 The organisation structure is headed by a Chief Executive supported by a Chief Finance Officer. They will lead a small core team of permanent employees who will be responsible for strategic planning, brand and product development such as; the promotion of the Hadrian’s Wall Path National Trail, capital works portfolio management and procurement of services and products. An operational overview of ‘NewCo’ is shown below. Organisation roles and responsibilities are explained in Annex B.

NEWCO - Operational Overview NEWCO

FLEXIBLE NEWCO CAPABILITY

• Strategic Leadership & Direction • WHS Management Plan

Contracts for Products & Services

Potential Suppliers include: • Tourist Boards & DMOs

• Heritage & Education

• Conservation Specialists

• Conservation

• Architects & Designers

• Investment Prioritisation • Brand Strategy & Marketing • Capital Works Portfolio Management • National Trail • Fund Raising • Relationship Management/Communications

• Transport Providers • Technical Support

To Deliver: Capital Investment Programmes Marketing Campaigns & Publications Quality related Projects & Initiatives …..etc

OPERATIONS

CEO Works in Partnership

Heritage & Access

Brand & Product Development

Capital Works Portfolio

Potential Partners include: • Planning Authorities • Highways Authority • Local Strategic Partners • Private Site Owners • Chambers of Commerce

4.2.14 As shown above, the organisation will act as a catalyst for change through initiating, coordinating and supporting the implementation of investment programmes alongside developing new products and services. Additionally, through the work undertaken with partner organisations ‘NewCo’ will help to raise the standards and quality of the visitor experience. More information on key relationships is given in Section 8. 4.2.15 The organisation will appoint core and administrative staff in the same spirit of openness and appointment on merit as applies to Board appointments. Core staff will be engaged in planning, contracting, coordinating and tracking programmes of work. ‘NewCo’ will procure additional and specialist resources, services or products as required on a secondee or contract basis. This flexible operating model will enable the organisation to reduce financial exposure at start up without compromising on quality.

4.3 Implementation of New Organisation 4.3.1 The present funding for Hadrian’s Wall Tourism Partnership will cease on 31st March 2006 and it is intended that the new organisation be in place and fully operational by then. 4.3.2 The main milestones of the Implementation Plan are: • • • • • • •

Organisation Structure Agreed May 2005 Financial Structures Confirmed May 2005 ‘NewCo’ Registered July 2005 Initial Appointments Announced July 2005 ‘NewCo’ ‘Launch’ September 2005 Core Team Appointments Completed November 2005 ‘NewCo’ fully operational January 2006

The intention is for the new organisation to be established as quickly as possible whilst recognising the time constraints associated with securing DTi approval and in appointing members and staff. Therefore, the Implementation Plan envisages the recruitment process running in parallel to the approval process for the new organisation structure. This will allow several Board appointments and potentially the CEO appointment to be achieved by late summer. These early appointments will create a sense of momentum around the new organisation and are critical for the operational credibility of the new organisation. 4.3.3 The location for ‘NewCo’ has to be decided and work will continue to assess potential sites that reflect the whole wall remit. The operating location and physical infrastructure required to support the organisation is expected to be available from the launch date in July. 4.3.4 The two RDAs and the newly appointed members of ‘NewCo’ will be responsible for establishing ‘NewCo’ and working with current Hadrian’s Wall delivery units to ensure smooth transition of the management responsibilities for the World Heritage Site, Hadrian’s Wall, the Hadrian’s Wall Path and the Hadrian’s Wall Bus. Transition must be completed, to the satisfaction of UNESCO, English Heritage WHS Management Plan Committee and the Countryside Agency by March 2006.

Priorities & Core Activities The priorities for ‘NewCo’ are set out below.

5.1

WHS Management Strategy & Plan

5.1.1 Hadrian’s Wall was inscribed as a World Heritage Site (WHS) in 1987. The UK Government, specifically the Department for Culture, Media & Sport (DCMS), requires the creation of a 5 Year Management Plan for all UK heritage sites. The Plan provides the strategic framework within which the site should be managed to ensure its preservation for future generations. The Plan aims to balance and accommodate the differing, and sometimes potentially conflicting, interests of those who manage and conserve the site and those who wish to use it and enjoy it. 5.1.2 Implementation of the current Plan is overseen by the forty five members of the Management Plan Committee. Members are drawn from bodies with responsibilities and interests within the site. It meets twice yearly to review progress and consider proposals for specific projects or initiatives. Its remit requires the Committee to continue its work until the Plan expires. The current Plan expires in 2007 and it will fall to ‘NewCo’ during its first year of operation to produce the next plan for endorsement by Department for Culture, Media and Sport (DCMS). 5.1.3 The development of the Plan will be a key priority especially as it will represent the first formal articulation of the ‘NewCo’ strategy and operational priorities. Obtaining input to the Plan and gaining acceptance for the proposals will place major demands on ‘NewCo’. At the same time it will provide a valuable opportunity to build an effective relationship management network. 5.1.4 Additionally, ‘NewCo’ will acquire responsibility for maintaining delivery against the existing Plan and be accountable to the WHS Management Plan Committee for activities post March 2006. The process of identifying ‘NewCo’ delivery responsibilities against the WHS Management Plan 2002 - 2007 will begin during the Summer of 2005. 5.1.5 The 2007 – 2012 Management Plan will set out the strategic foundation for ‘NewCo’ investment, education and conservation.

5.2

Capital Development & Investment

5.2.1 The Capital Development and Investment Programme of the new company will be informed by a Master Plan for Hadrian’s Wall which is to be prepared by ONE NorthEast and NWDA, using appropriate advice and expertise in the months leading up to the launch and during the early operation of the new company. 20

5.2.2 The Master Plan will provide essential documentation to enable necessary capital and project investment from the ERDF, Heritage Lottery and other partners and sources of funding. Its initiation in advance of the inception of the company is deemed necessary if current earmarked funding for new projects is to be secured. 5.2.3 The Master Plan will build on work initiated by the Major Study carried out in 2003/4 and by the Hadrian’s Wall Project Manager and the Special Projects Team of One NorthEast. The Plan is intended to ensure the development of: •

An Integrated Hadrian’s Wall experience, as a ‘must see’ worldclass visitor attraction of high quality and high level delivery.

•

Differentiation within the experience of visiting different sites along the line of the wall.

•

Co-ordinated delivery of visitors to Hadrian’s Wall will be achieved through the development of effective capital projects

It relates to new project development as follows: • • •

Initial Preview Centres, West and East, on the M6 and A1/A68 corridors. Potential Project development/Upgrades. A central Story Centre and Transport Hub.

Consideration will be given within the Master Plan to planned product development/detailing at the following sites, in the first instance: • • • •

Great North Museum Tullie House Museum Carlisle Housesteads in Northumberland. Maryport in Cumbria.

Master Plan Designers will also investigate the potential strategic role that could be played by the following sites in the creation of an overall integrated plan for Hadrian’s Wall, assuming the willingness of the Site Owners to participate in the overall plan: • • • • • •

Vindolanda Carvoran Once Brewed Walltown Quarry Wall Reconstruction – Sites to be Identified Chesters Museum.

Together with other sites identified in the Major Study as falling within further development phases. 5.2.4 The Master Plan will inform the development functions of the New Company and, it is hoped, will help realise the necessary resources to create vital new project development, access infrastructure, capital works, improvements along the line of the wall. Works arising will be carried out by partnership organisations, some of whom will be members of the new company. 5.2.5 ‘NewCo’ will aim to achieve an effective balance between the capital development and investment in many of the Roman sites along the Wall with the more practical challenges of raising the quality of the total visitor experience and maintaining the physical infrastructure of the Wall. As part of the organisation development work currently underway a series of workshops and meetings is being scheduled to engage with key tourism teams and leisure network members to inform and shape future work plans and standards.

5.3

Heritage & Education

5.3.1 The Educational and Heritage work of ‘NewCo’ will be guided by the aims for management of the WHS including: • Improving awareness and understanding of the archaeological, historical and other values which make the WHS so special and the significance of its inscription as a WHS. 5.3.2

‘NewCo’ will be responsible for ensuring the prioritisation and coordination of Wall-wide research, education and interpretation activities. Key elements of ‘NewCo’ work will be the development and implementation of an Interpretation Strategy. The Strategy will be concerned with achieving a coherent and consistent story that enables visitors to make sense of individual sites within the wider Wall context. Additionally, an Interpretation Panel, established to provide historical and archaeological expertise to ‘NewCo’, will generate the content to be used in new initiatives such as the preview and story centres.

5.4

Conservation

5.4.1 This should be seen as the over-riding priority for ‘NewCo’ because it help to ensure the maintenance of the special character of the Wall’s landscape whilst aiming to increase visitor numbers and improve the overall visitor experience. Two of the stated long term aims identified in the Vision for the WHS relate to protecting and conserving the site, specifically: • Ensuring that the WHS and its setting is preserved for future generations through appropriate policies and adequate protective measures 22

• •

Identifying and promoting change beneficial to the WHS and its setting Maintaining and reinforcing the special character of the Wall’s landscape, including its beauty and its natural heritage

5.4.2 The current Management Plan provides the strategic framework for conservation effort to ensure that the WHS and its setting is preserved for future generations through appropriate policies and adequate protective measures. ‘NewCo’ will assume responsibility for delivery of remaining elements of the 2002 – 2007 Management Plan, during 2006. Additionally, work will begin on the development of the new Management Plan to reflect and build upon the conservation successes as well as the implications of increased investment to achieve economic regeneration around the Wall.

5.5

Core Activities

5.5.1 ‘NewCo’ will be engaged on a day-to-day basis in the following activities; •

Strategic Leadership – the new organisation has been set up to provide the direction and leadership required to maximise the potential of the Wall in contributing to economic re-generation. The WHS Management Plan Vision provides the core direction for ‘NEWCO’ by setting out the broad range of activities and responsibilities; statutory and non-statutory, which fall within the remit of ‘NEWCO’ and other key stakeholder groups. The WHS Management Plan Committee will have responsibility for monitoring the work delivered against the WHS Management Plan 2002 – 2007. The new organisation will be responsible for making informed decisions and putting in the place the means to deliver change. This could involve commissioning feasibility studies and options appraisals, consulting with key stakeholders, contracting with partners and suppliers to deliver products and services. It will be an inevitable consequence of these activities that some decisions will fail to meet with the approval of everyone engaged with the Wall.

•

Relationship Management – at the heart of what the new organisation has to do is relationship management. ‘NewCo’ is a new, small organisation with no established track record and an ambitious vision. Collaborative ways of working through the effective use of partnership agreements, well developed and sensitively targeted communications and a visible commitment to safeguarding the integrity of the Wall are all necessary. Many of ‘NewCo’ achievements will be realised through this form of ‘joined up working’. For more details on how relationship management will be developed see Section 8. 23

•

Brand & Product Development – establishing the ‘NewCo’ chosen brand identity and key differentiators for Hadrian’s Wall will be an early priority. The work will reflect the wider, international audience that should form part of any WHS target audience as well as building on national and regional recognition. The brand strategy will influence the prioritisation of capital investment and product development. Progress in this area will be dependent upon early and effective engagement with Area Tourism Partnerships and wider industry networks. The proposal to appoint a ceremonial President will be an early opportunity to reinforce the brand values and promote the Wall.

•

Fund Raising – One of the key indicators of ‘NewCo’ performance will be the ability to secure capital investment for the major Programmes of work planned. The organisation will be focused on widening the existing investment base through new public and private partnerships. Additionally ‘NewCo’ will be Initiating pro-active and sustainable fund raising activities.

‘NewCo’ Funding

6.1

Current Funding Baseline

6.1.1 ‘NewCo’ is being established as a ‘not-for-profit’ company. It has no immediate assets and no financial track record. It is anticipated that the core organisation will be, at least in the first five years of operation, wholly dependent upon funding contributions. As ‘NewCo’ is expected to acquire responsibility for the Hadrian’s Wall Management Plan it is anticipated that current resources committed to supporting the Management Committee, the Coordination Unit and Hadrian’s Wall Tourism Partnership will be available. 6.1.2 A key requirement before the work on implementing the new structure can start is to confirm the existing commitment of the various bodies supporting the current management arrangements.

6.2 Start Up Estimates 6.2.1 For business planning purposes it is assumed that ‘NewCo’ will have an average capital expenditure of £7,000,000 on project work and impose a management charge in the region of 5%. The indicative revenue stream is in the region of £2,000,000 pa. Estimated costs for the new organisation are detailed below. A base remuneration and maximum remuneration figure are provided in the table below.

NewCo - Costs

Salaries President Chair Chief Exec Director of Operations Admin & WHS manager Branding and comms manager Assistant finance officer Marketing officer Project manager east Project manager west Heritage and access executive Trail officer east Trail officer west Development manager Senior staff PA General admin support (3) TOTAL

Base £15,000 £18,000 £75,000 £60,000 £28,000 £45,000 £25,000 £25,000 £40,000 £40,000 £45,000 £28,000 £28,000 £35,000 £20,000 £45,000 £572,000

Total including on costs £20,000 £18,000 £93,750 £75,000 £35,000 £56,250 £31,250 £31,250 £50,000 £50,000 £56,250 £35,000 £35,000 £43,750 £25,000 £56,250 £711,750

Max £18,000 £25,000 £90,000 £80,000 £35,000 £50,000 £30,000 £32,000 £45,000 £45,000 £50,000 £35,000 £35,000 £40,000 £23,000 £60,000 £693,000

Total including Ins/pens £23,000 £25,000 £112,500 £100,000 £43,750 £62,500 £37,500 £40,000 £56,250 £56,250 £62,500 £43,750 £43,750 £50,000 £28,750 £75,000 £860,500

Per Sq Ft 2 Office space for 16 staff @ 12 m 192 £20.00 Equipment lease costs - photocopiers, printers, phones, computers, etc Core communications (web, print, events, etc) Office running costs - stationery, post, utilities, cleaning, etc Recruitment costs Staff training Travel & associated costs Conference, hotels, etc Technical support - consultants, technical advisors, etc Service costs - payroll, audit, legal, etc

# mths 9 9 6 5 4 5 4 4 4 4 5 4 4 5 4 3

16200

Base £15,000 £13,500 £46,875 £31,250 £11,667 £23,438 £10,417 £10,417 £16,667 £16,667 £23,438 £11,667 £11,667 £18,229 £8,333 £14,063 £283,292

£34,560 £20,000 £30,000 £20,000 £33,000 £14,300 £55,000 £20,000 £40,000 £20,000 £286,860

Max £17,250 £18,750 £56,250 £41,667 £14,583 £26,042 £12,500 £13,333 £18,750 £18,750 £26,042 £14,583 £14,583 £20,833 £9,583 £18,750 £342,250

6.2.2. Start Up costs reflect the following assumptions: • • • • • •

‘NewCo’ will operate out of leased, fully furnished and equipped, premises thus minimising one-off costs ‘NewCo’ will phase recruitment to tie in with availability of premises etc – core staff are likely to be engaged at least 4 months into the first year of operation Remuneration levels reflect national and regional benchmarks ‘NewCo’ will contract for products and services as a first option rather than increasing the numbers of core employees ‘NewCo’ will contract externally for many internal services It is anticipated that ‘NewCo’ growth will be steady rather than accelerated. For the period 2005 – 2007 it is anticipated that any increased demands on ‘NewCo’ core staff will be met through contracting for services.

6.2.3 The production of the Management Plan for 2007/12 in 2007 is the most likely trigger for any significant increase in overall costs. These increases reflect the following assumptions: •

‘NewCo’ will have increased planning and capital investment demands arising from the commitments made in the new Management Plan

# # # # # # # # # #

Years 2+ VAT £6,048.0 £3,500.0 £5,250.0 £3,500.0 £6,600 £5,775.0 £2,502.5

£570,152 £629,110 £998,610 £1,147,360

Overall Year 1 Overall Year 2

Car

£3,500.0 £7,000.0 £3,500.0 £40,576

• • • •

‘NewCo’ will already be engaged in the coordination and implementation support for on-going Programmes and unable to spare further resources Resource requirement extends beyond 24 months making permanent appointments more desirable ‘NewCo’ will have completed the ‘honeymoon’ period and will be in maximum operational mode. It is anticipated that core costs will remain stable

The tables shown below set out the forecast costs through to 2010. The initial table assumes no change in staff numbers whilst Table 2 reflects the potential increase arising from the 20007/12 Management Plan. Forecast Costs Years 3 - 5 Base Treasury Deflator* 570,152.00 998,610.00 1,025,572.47 2.70 1,053,262.93 2.70 1,081,701.03 2.70

Maximum Treasury Deflator 629,110.00 1,147,360.00 1,178,338.72 2.70 1,210,153.87 2.70 1,242,828.02 2.70

Maximum Treasury Deflator* 629,110.00 1,147,360.00 1,378,288.72 2.70 1,415,502.52 2.70 1,453,721.08 2.70

Overall Year 1 Overall Year 2 Overall Year 3 Overall Year 4 Overall Year 5 Source: HM Treasury

Source: HM Treasury

6.3 Transitional Funding 6.3.1 The start up and transition phase of the establishing ‘NewCo’ overlaps with the continued operation of HWTP until March 2006 and with the Management Plan Coordination Unit and Committee until March 2007. Whilst is anticipated that the responsibilities and activities currently undertaken by these bodies will fall within the remit of the new organisation the implications are that for a limited period of time, when both ‘NewCo’ and existing delivery units are in place, funding agencies may need to provide additional support, over and above that currently provided. 6.3.2 Both RDA’s have made financial provision for the start up period and anticipate similar commitments will be made by the other funding bodies to provide a sound financial basis for ‘NewCo’ operation. Until ‘NewCo’ has the necessary people and procedures in place to assume 26

its own financial responsibilities, ONE NorthEast will assume responsibility.

6.4 Additional Sources of Funding 6.4.1 In addition to the sources identified earlier, funding from sources such as the Heritage Lottery Fund (HLF), ERDF monies and private sector organisations may be possible.

Managing Key Relationships A key element of ‘NewCo’ activity will be to achieve change through others. Managing the network of relationships will consume time and resources especially during the start-up phase when expectations may be artificially high or coloured by past experience. It will be for ‘NewCo’ Executives to determine their relationship strategy however an indication of how key relationships may develop is provided below.

7.1

UNESCO

7.1.1 The UK Government and English Heritage act as the interface between the World Heritage Site and UNESCO. The relationship with UNESCO is likely to be event driven and communications based rather than part of regular reporting on operations.

7.2

Tourism & Leisure Industry

7.2.1 The creation of ‘NewCo’ is driven by the desire to maximise the potential of the wall through sustainable tourism. Engagement with the Tourism and Leisure industry will be a critical component of day to day operations. The nature and frequency of the engagement is expected to reflect the strategic, direction setting leadership that is required for Hadrian’s Wall. It is likely that ‘NewCo’ will adopt a selective approach in order to maximise opportunities to work closely with private sector organisations, business representatives, Tourism Boards, working groups and committees. Contacts and communications are likely to be project driven rather than administratively orientated. 7.2.2. By producing a clear and structured Brand Strategy that embraces different markets and industries ‘NewCo’ will make it easier for individuals and businesses to take full advantage of the investments being made in the Wall. It is anticipated that ‘NewCo’ will contract with public and private sector providers to deliver tourism marketing and reinforce the brand positioning. The main conduits for delivery are likely to be the Tourist boards and teams in Cumbria, Northumbria and Newcastle. ‘NewCo’ remains responsible for overseeing the delivery and monitoring the subsequent impact of the brand. 27

7.2.3 ‘NewCo’ will have an on-going commitment to raising the quality of the visitor experience to the Wall. The diversity of elements that combine to create the visitor experience will result in ‘NewCo’ prioritising relationships to achieve greatest impact. For example, in harnessing organisations to promote business efficiency and skills development to increase the number of small businesses achieving quality standards for accommodation, facilities and service.

7.3

Local Communities

7.3.1 Securing the engagement and commitment of local communities has to be an on-going priority for ‘NewCo’. A re-occurring theme in all the reports and studies on Hadrian’s Wall is the desire of local people to play their part in shaping the wider appreciation and success of the Wall. There will be myriad of formal and informal relationships between the new organisation and local communities reflecting the diverse interests and challenges to be addressed. However, ‘NewCo’ has a responsibility to put in place formal mechanisms that will support local community engagement and provide effective channels for feedback and proposals. These will include:

7.4

•

An annual Standing Conference – the purpose of which is to enable all interested parties and stakeholding organisations to; o be updated on ‘NewCo’ activities and plans o question the Board o give feedback on performance

•

Dedicated Interest Groups – the purpose of which is to enable members of the public to participate directly in shaping the work of ‘NewCo’ in three areas; tourism, education and conservation. Each interest group will meet on a quarterly basis.

•

Annual Report – published ahead of the Standing Conference and providing financial and performance results

•

Newsletters and Event Notification – the purpose of which is to provide regular updates and reminders of forthcoming events

•

‘NewCo’ Website – updated daily and containing all previously published materials, comments and proposals

•

Associated Charity – in time, the establishment of a charity to support and deliver against the educational aspirations and activities of ‘NewCo’ will make a significant contribution into regional and local communities

Heritage & Conservation Bodies

7.4.1 ‘NewCo’ will rely upon the expertise of academics and specialists to provide the guidance necessary to make the heritage of the Wall accessible to all visitors. English Heritage, who will provide one of the four nominated Directors for the Board of ‘NewCo’ have considerable experience in working with archaeologists and historians that will be invaluable when establishing the proposed Interpretation Panel. In a similar way, using specialist advisory panels, conservation strategies, policies and priorities appropriate to the WHS and its setting will be developed. The WHS Management Plan provides the framework for all these activities. 7.4.2

‘NewCo’ will be responsible for raising the standard and consistency of interpretation across the length of the Wall. Providing the contextual information that visitors need to understand how the various sites developed and are linked, will be an early priority. To take this work forward ‘NewCo’ will establish an advisory Panel of interpretation specialists with an independent chair. The Panel will include historians, site curators and archaeologists with specific experience and interest in the Hadrian’s Wall site or other WHS. Opportunities to draw upon existing expertise operating within English Heritage will also be explored by ‘NewCo’

7.4.3 The Panel will report to the CEO who will be responsible for agreeing the work specification for the Interpretation Panel with the Board of Directors. The Panel’s role will be to advise ‘NewCo’ on the historical and archaeological interpretation of the Wall which in turn will inform the content strategy for the various sites along the Wall. The Panel will provide specific products, or stories, that are capable of wider dissemination to site owners and others involved in delivering the visitor experience. The materials generated will provide the basis for much of the educational work supported by ‘NewCo’. 7.4.4 The Hadrian’s Wall WHS Management Plan highlighted the importance of understanding the cross-cutting nature of the activities required to conserve the Wall and promote a consistent image of the Wall. ‘NewCo’ will aim to ‘learn the lessons’ of how this has been approached in the past with the intention of integrating and coordinating their work in this area.

Annexes

Organisation Roles Overview List of Proposed Potential Members

ANNEX - Organisation Roles Overview Title Member

Role Description Member of ‘NewCo’ representing employing organisation

Chair of Board

Leader of Board of Directors with casting vote at members meetings and Board Meetings Director of ‘NewCo’ with specific skills, experience attributes that contribute to a well balanced and competent ‘NewCo’ board

Board Member

Chief Executive Officer (CEO)

Director of Operations/Chief Finance Officer Heritage & Access Manager

Chair Interpretation Panel

–

Head of ‘NewCo’ organisation and accountable for day to day efficiency and effectiveness of organisation Financial lead for ‘NewCo’ working closely with CEO to identify, prioritise and enable investments Senior role working closely with CEO and Operations Director and overseeing Interpretation Panel activity To lead and develop the Interpretation Panel for ‘NewCo’

Core Employees

Contribute special expertise and knowledge to the Interpretation Panel Various

Administration

Various

Interpretation Panel Member

Responsibilities Approve appointments to Board. Approve remuneration recommendations for senior staff. Vote at Annual Standing Conference. Provides strategic direction and guidance to Board of Directors. Works with the Board to ensure organisational effectiveness and efficiency. Provides strategic guidance to fellow Directors including ‘NewCo’ executives. Approves new investment projects Monitors ‘NewCo’ progress against targets. Accountable to members for ‘NewCo’ performance. Provide strategic leadership and direction to the staff of ‘NewCo.’ Promote, sustain and deliver against ‘NewCo’ vision and objectives. Develop financial strategy to support Vision and objectives Investment Appraisal & Risk Management. Also for internal services provision. Dedicated to ensuring that issues of conservation, sustainable tourism and historical interpretation are managed in an integrated manner. Coordinate the development and corroboration of interpretation relating to Hadrian’s Wall. Accountable for the academic integrity of resulting interpretation products. Accountable for the academic integrity of interpretation products. Various – however the Nolan guidelines on standards in public life will underpin personal responsibilities See above

ANNEX – Proposed Potential Members List ONE NWDA English Heritage Countryside Agency Northumberland County Council Cumbria County Council Newcastle City Council Northumberland National Park Lake District National Park Cumbria Tourist Board North East ATBs District Councils: Carlisle Tynedale Castle Morpeth Copeland Allerdale North Tyneside South Tyneside National Farmers Union Country, Land & Business Association National Trust Vindolanda Senhouse Tullie House Universities (collectively)