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CAIRNGORMS NATIONAL PARK AUTHORITY 


FOR INFORMATION 

Title: OPERATIONAL PLAN 2006/07, QUARTER 1 

Prepared by: David Cameron, Head of Corporate Services 


Purpose 

To present a review of progress on the 2006/07 Operational Plan over the first quarter of the 
year. 


Recommendation 

The Board is requested to note the progress made on the 2006/07 Operational Plan actions 
over the course of the first quarter of the year, and in particular that: 

a) Progress on 16 of 20 goals remains broadly in line with intentions set out in the 
Operational Plan. 

b) Two of the five goals highlighted in previous reports as at increased risk to delivery 
of intended outcomes have now been brought back into line with plans. 

c) Delivery on all Priority 1 goals is now in line with Operational Plans. 

d) Four goals are now each been identified as affected by some changes to the timetable 
and/or intended delivery plans, which pose some risk to delivery of intended 
outcomes. 

e) Overall, year-end review of the 2005/06 Operational Plan continues to present 
generally successful work and resource investment in delivering operational and, 
ultimately, corporate plan objectives. 


Executive Summary 

The Operational Plan sets out a range of actions, and milestones associated with these 
actions, which contribute over the course of 2005/06 to the ultimate delivery of the 20 
Corporate Plan goals over the next few years. The Management Team’s review of the 
2005/06 Operational Plan has sought to identify whether planned activities remain broadly 
on target in terms of timetable and delivery of intended outcomes, or whether, for any 
reason, there is any risk of actions not being delivered within target timescales. 

The Management Team has adopted a “traffic light” system of categorising progress, with 
each action classes as green, amber or red depending on the level of risk attached to delivery 
of intended outcomes. 

The monitoring process has highlighted that two of five goals previously assessed with an 
increased risk of non-delivery (amber) have now been brought back into line with plans 
over the final quarter of 2005/06. The review indicates that progress on 16 of 20 goals is 
broadly in line with intentions set out in the Operational Plan. Progress on four goals is now 
classed as amber as a consequence of delays in a number of associated activities. Officers 
will continue to seek to bring those actions back on track where possible as we move into the 
second year of the three-year Corporate Plan period. 



OPERATIONAL PLAN 2006/07, QUARTER 1 – FOR INFORMATION 

Background 

1. The Operational Plan for 2006/07 was agreed by the Board at its meeting in April 2006. 
This plan stems from the Corporate Plan for 2005/06 to 2007/08, approved by the Board 
in February 2005, and represents the second year of delivery moving toward the 
outcomes sought by the Board in that Corporate Plan. 

2. The Corporate Plan sets out 20 goals identifying the outcomes to which the Authority 
will direct its resources over the three years to 2008. The goals will not all be 
completed over the course of the current three year corporate planning period: 
progress will be made on all goals over this time and further direction will be given by 
the National Park Plan. Of the 20 goals, 7 have been identified as taking priority given 
that they are statutory duties and/or in most cases will provide the strategic 
framework which will guide activities within the Park for the next 10 years or so. 

3. The Operational Plan sets out a range of actions which contribute over the course of 
2006/07 to the ultimate delivery of the 20 Corporate Plan goals over the next few years. 

4. The Management Team has now undertaken a first review of the operational plan for 
2006/07, considering progress made against the plan over the course of the year and 
achievements in the year. This review has sought to identify whether planned 
activities remain broadly on target in terms of timetable and delivery of intended 
outcomes, or whether, for any reason, there is any risk of actions not being delivered 
within target timescales. 

5. The results of the previous reviews of the 2005/06 Operational Plan were reported to 
the Board quarterly over the course of the year. This paper follows broadly the same 
format as last year’s quarterly reports. 

2006/07 Operational Plan Review Process 

6. For 2006/07, the Operational Plan review process focuses on achievement of a key 
performance indicator (KPI) which has been established for each activity. This 
approach seeks to emphasise delivery of intended outputs or outcomes, rather than 
meeting intended milestones or input targets which had formed the basis for 
monitoring over the course of the previous year. 

7. Other than this change, the reporting format follows that used last year. In reviewing 
the status of delivery of operational plan actions, the Management Team have used a 
three way system of categorisation: 

a) Green: action being delivered broadly in line with timetable and intended 
outcomes envisaged in operational plan. 

b) Amber: there are some changes to the timetable and/or intended delivery 
plans which pose some risk to delivery of intended outcomes. 

c) Red: changes to timetable and/or delivery plans pose a significant risk to 
delivery of intended outcomes. 

8. Following from the review of the status of actions, the status of the goals to which the 
actions contribute have also been categorised as green, amber or red. This is intended 
to provide an indication of progress being made on three-year Corporate Plan goals 
through delivery of 2005/06 operational plans. 

9. Assessing the delivery status of goals also attempts to take some account of the fact 
that not all actions will make an equal contribution to the achievement of goals. 
Rather, some actions will be of lower priority, and it may be appropriate as the year 
progresses to halt delivery of the outcomes intended by those actions in order to 
prioritise others and ensure overall contribution to delivery of goals is maximised. 


Results of Review Process 

10. The Annex to this paper sets out the Operational Plan, with actions colour coded 
according to the above guidelines, together with a brief commentary on progress and 
achievements over the course of the first quarter of the year. 


Changes Since End of 2005/06 

11. The report to the Board in May indicated that, by the end of 2005/06, satisfactory 
progress had been made on all seven priority 1 goals and each of these were 
accordingly graded as “green”. Four of the thirteen priority 2 goals were highlighted 
as amber at the end of 2005/06, following some delays in delivery within these areas: 

a) Wide range of opportunities to experience the special qualities of the Park in a 
sustainable manner is available to all; 

b) Good communication and consultation by land managers on objective setting 
for public benefits; 

c) Stronger and more diverse economic opportunities within the CNP area; 

d) Good understanding and appreciation by young people of the CNP, and 
appreciation of its importance 

12. The review of activity over the first quarter of the new year, 2006/07, indicates 
increased concern over delivery of one of the 7 top priority goals: adoption of a Local 
Plan for the Park by Spring 2007 is highlighted as amber. All activities under this 
goal in 2006/07 have been highlighted as amber as a consequence of potential slippage 
in timetable for putting a draft Local Plan on deposit. This is covered in detail in a 
separate paper to the Board. 

13. Activity on the other 6 priority 1 goals remains broadly on track to deliver the 
outcomes sought by the end of 2006/07 and these, therefore, remain classed as green as 
at the end of 2005/06. 

14. Of the four Priority 2 goals classes as amber at the end of last year identified in 
paragraph 11, where some increased risk to achievement of intended outcomes 
existing coming into the current Operational Plan year, one remains classed as amber 
at the end of this quarter. 

15. Good communication and consultation by land managers on objective setting for 
public benefits (Priority 2). Comments under this goal at the end of 2005/06 
highlighted a refocusing of activities, reflecting a review of staff resources available. 
Progress has continued to be made in some areas, with a programme of meetings for 
the Integrated Land Management Forum established and a Cairngorms Deer Advisory 
Group set up, while recruitment has also been progressed for Integrated Land 
Management Officers over the first quarter of 2006/07. However, this goal remains 
highlighted as amber pending development of a wider evidence base of progress 
made. 

16. At this stage, all 18 other goals are, therefore, categorised as green and progressing 
broadly in line with the operational plan’s intentions. 

17. It is important to bear in mind the overall context of this operational plan monitoring 
update, as seeking to reflect progress in delivering outcomes sought in the Corporate 
Plan. The Operational Plan review continues to indicate that the great majority of the 
objectives set in the Authority’s Corporate Plan remain on target for completion. 


Balanced Scorecard Assessment of Organisational Health 

18. The Management Team are in the process of developing a “Balanced Scorecard” 
model with which to assess the organisation’s health. It is intended that this will 
complement the quarterly review of Operational Plan activities by also presenting 
wider summary information on the Authority’s financial performance; its staffing and 
recruitment position; management of strategic risks and governance measures; and 
progress made on delivering priority three-year Corporate Plan outcomes. 

19. It is also intended that the balanced scorecard model will help integrate the work of 
the Board’s Committee’s within overall activity monitoring. The Board’s Finance 
Committee will be asked to review and agree the set of performance measures to be 
adopted in monitoring financial health within the model. Similarly, the Staffing and 
Recruitment and Audit Committees will be asked to review the measures to be 
adopted in monitoring the health of the personnel and governance aspects of the 
Authority. 

20. Once measures have been completed, we will present the Balanced Scorecard to Board 
quarterly, along with the Operational Plan review, in order to present a wider view of 
the health of the organisation and its governance in addition to the more traditional 
review of operational delivery. 


Implications 

Financial Implications 

21. The Board’s Finance Committee will consider the Authority’s budget management 
over the early stages of the year at its meeting in September 2006. 

22. The latest budget review considered by Management Team, to the end of June 2006, 
indicates that total expenditure of £0.837m to the end of the first quarter compared 
with a budget for the period of £1.006m. Of this shortfall of £0.169m in expenditure 
against budget, some £0.120m is accounted for by delayed expenditure on Operational 
Plan activities. This position is similar to that found over previous years, in which 
expenditure on planned activities has picked up towards the end of the year. 


Presentational Implications 

23. The Authority continues to make good progress across a wide range of planned 
activities. Therefore, the Authority is able to report continued successful delivery of its 
Corporate Plan objectives into the second year of the three year plan, often involving 
working with and through others, maximising the effect of its relatively small limited 
resources by acting as a catalyst, a co-ordinator, and enabler. 

24. We are now highlighting some potential delay in the original timetable envisaged for 
putting a draft Local Plan on deposit. The paper on this highlights that this may be a 
disappointment for some stakeholders, while indicating that the over-riding concern is 
to have a Local Plan that is thoroughly evidence based and fit for purpose. 


Implications for Stakeholders 

25. In working with and through others in meeting the Authority’s objectives to date, 
other stakeholders will also benefit from that process of co-ordination and joined-up 
activity. There is, therefore, some confidence that in delivering our operational plan 
for the year, the Authority will also be contributing to the wider delivery objectives for 
a range of stakeholders with an interest in the Cairngorms National Park area. 


Next Steps 

26. Having highlighted areas where delivery is at some risk, officers will continue to seek 
to bring those actions back on track where possible while continuing progress on the 
other, vast majority of areas, which are currently running to plan. 

27. Corporate Services staff will co-ordinate a further review of delivery of activities 
towards the end of the second quarter, to inform mid-year budget reallocations and 
future reports to the Finance Committee and Board. 


David Cameron 
July 2006 

davidcameron@cairngorms.co.uk