My Community

Part 2:Developing the ProjectProposal

Community BuildingsRoadmap Guide

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Planning Your Project

Project Planning andManagement

A project plan is required to guide projectdelivery. It should include a set of aims andobjectives to underpin the overall directionof the project and these should beperiodically re-visited to ensure that theproject is progressing properly. The projectplan will set out a schedule of works oractivities necessary to deliver the projectand will identify key milestones. Thecomplexity of the project plan will dependon the scale and complexity of the project.

The plan will also contain timings andcostings for each stage or activity. Theseallow the delivery of the project to bemonitored against a baseline expectationboth in terms of actual spend compared tooriginally planned spend and also thetiming of that spend. Cash flow projectionscan identify points in the project cyclewhen monies are expected to be spent andongoing budget reconciliations can identifypotential overspends. These are importantitems to consider in discussions with potentialfunders. The timeline may identify a ‘criticalpath’ of events that must occur sequentially.This also represents the shortest possibletime required to complete the set of eventsthat ultimately comprise the ‘project’.

FYI The characteristic of a critical path isthat it identifies the tasks that must beachieved for the project to be successfullycompleted. It will also identify other itemsthat are off the critical path and can beundertaken in parallel with the main items.

The project plan should identify theorganisation delivering the project andshould set out roles and responsibilities fordifferent tasks to be undertaken. These mayinclude overall project management,financial management, quality monitoring,or the delivery of different works oractivities. The different elements could bedelivered by individuals or organisations,depending on the scale and nature of theproject. Establishing such things early on inthe project helps to focus participants andremove uncertainties.

A project plan may establish specifications,against which delivery and quality may beassessed.

While the project delivery stage comes later, many problems that may arise atthat time are rooted in the project development stage. Therefore, it isimportant to think about the delivery stage throughout the projectdevelopment phase and try to pre-empt problems and build in flexibilitywherever possible. This will help to offset unforeseen problems later on.

It may help to consider using establishedproject management techniques, such asPRINCE 2, or software-based projectmanagement packages. Others may preferto develop their own systems for projectmanagement and monitoring.

Risk and Contingencies

A project plan should include a riskassessment. This should identify risks ateach stage and set out how such risks willbe managed and by whom. In mostprojects, there are unforeseen or changingcircumstances which may have implicationsfor a project, including additional costs,delays or changes to the actual design. Therisk assessment may help to pre-empt oravoid some of these. The project plan doesneed to include some flexibility andcontingencies where possible, derived froma risk evaluation exercise.

FYI The usual structure of a risk assessmentwould be to identify potential risks, thelikelihood of each risk occurring, thepotential level of impact of each risk, andmitigation measures.

Different Levels of ProjectManagement

The overall management of a project willinvolve:

• preparing and maintaining the projectplan.

• financial management (for morecomplex projects, a separate personresponsible for financial managementmay be brought in to support the projectmanager).

• contract management.• liaison with funding bodies, partners and

stakeholders.

• liaison with the professional team andcontractor.

• preparing and submitting administrativeand financial returns to funding bodies.

• monitoring – ensuring different elementsof the project are delivered on time, tobudget and in accordance with theproject brief, plans and specifications.

• developing and/or agreeing solutions tounforeseen circumstances that requirechanges to the project.

• reporting on progress to the responsiblebody, including any issues, problems orchanges to the project and budget.

• managing other project delivery staff, ifapplicable.

There is another level of project management.This focuses on the management of theconstruction process itself. With theexception of very simple projects, thiswould normally be undertaken by someoneother than the overall project manager, andoften by a construction professional suchas an architect or surveyor (see later sectionon selecting the professional team)

ALERT Be aware that many projects fail as aresult of inadequate management, forexample going over budget, not havingsufficient controls in place, poor governance,a failure to understand risks or potentialproblems.

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Site or Building AcquisitionIn some instances, a site or building mayalready have been identified or broughtunder the control of the communityorganisation leading the project. In othercases, it may be necessary to acquire landor buildings. In these instances, it isimportant to be very sure that the land orbuildings can be secured before serioustime or financial resources are committedto developing the project.

Site or building acquisition may be undertakenthrough the open market, through localauthority asset transfer, compulsory purchaseby the local authority, partnerships withproperty owning organisations or othermeans. It may involve purchase, leasing,rental or other arrangements.

Site or Building SelectionBefore searching for a site or building, it isnecessary to prepare a clear specificationbased on the needs of the project. This mayinclude a number of factors:

Location and infrastructure:• proximity to other sites or buildings• proximity to housing, town centres

employment or other communityfacilities

• proximity to public transport• vehicular access• infrastructure (such as roads, schools,

facilities, drainage, etc.)• surrounding uses

Statutory consents:• existing lawful uses• valid consents for other uses or

development• planning policy context• special designations (such as Greenbelt

or conservation area status)• highways considerations• covenants or charges that are in

existence

Financial:• cost• local rates and taxes• borrowing implications• availability• terms/tenure

Physical:• site area• floorspace requirements related to

proposed use• nature of enclosure (such as open or

closed spaces, ceiling heights)• disabled access• site topography• existing services• site conditions and constraints• condition of built fabric and repair costs• conversion and refurbishment costs• likely running costs, heating, lighting etc. • property type• car parking

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Selecting a Site or BuildingThis part of the guide looks into the kinds of issues that need to beconsidered when looking for suitable sites or buildings to accommodatecommunity-led development schemes.

Cumbria Stoneworks site.Courtesy of Lyvennet Community Trust

Infrastructure and AccessAddressing deficiencies in access orinfrastructure may add considerably to thecost of delivering development. Planningpermissions may require contributions toinfrastructure through Section 106obligations. These are agreements withdevelopers requiring them to provide or payfor certain specified infrastructure, such ashigh improvements. There may also be aCommunity Infrastructure Levy (CIL), whichrequires payments to be to the localauthority, based on the scale and kind ofdevelopment. Whilst community organisationsare exempt from the CIL, they are notexempt to Section 106 requirements.

ALERT There are many potential costimplications to be aware of when it comesto infrastructure and access. These canraise the cost of your project significantly.

Site ConditionsIt will be necessary to assess the physicalcondition of the site to identify issues such as:

• ground stability and geology• underlying services such as

telecommunication, sewerage or waterinfrastructure

• underground structures or remains ofprevious development (such asbasements)

• mineshafts• trees and growth• presence of asbestos• presence of other harmful issues e.g.

Radon gas• presence of protected species• other physical constraints

These may be assessed by examiningexisting records and through consultationwith utility service providers and otherpublic authorities. It may also be necessary toundertake your own site investigation works.

Assessment of site conditions is necessaryto ensure that a site is capable of beingdeveloped for the given purpose and toidentify any issues that will need to beaddressed, such as infilling basements oruse of special foundations. Such works canhave significant budget implications, affectingthe feasibility of a site.

Special DesignationsAny special status of land or buildings needsto be checked. These may have varyingimplications in terms of the suitability of sitesor buildings. For example, green belt statuswill preclude most kinds of development.Some landscape designations may triggerEuropean Union (EU) requirements forenvironmental assessment and may restrictdevelopment potential.

Brownfield sites (previously developed) maybe easier to gain consent for than greenfieldsites, though this varies greatly in differentareas, depending on site availability.

Listed building status may introduce a needfor Listed Building Consent. In all instances,early discussion with the local planningauthority is advisable.

FYI Listed buildings are defined as ‘buildingsof special architectural or historic interest’.Most listed buildings are capable ofaccommodating change and adaptation,but this needs to be investigated.

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CostsThe following section discusses some ofthe main areas of project cost:

ALERT Please see the financial viability toolto determine whether your project is likelyto be viable.

Land Acquisition: The cost of land will varyconsiderably depending on the size of theplanned development and the local marketvalue. You will need to consider thefootprint of the buildings proposed, spacefor outside activities, gardens for houses,shared leisure space, as well as space forcar parking, access routes and otherinfrastructure. The value of the land willdepend on a range of factors such as itscurrent condition, the purposes for which itcan be used, its proximity to other facilitiesand how it can be accessed (see theprevious sections on Feasibility and SiteSelection). The land may be available to buycommercially or subject to negotiationfrom the current owner. Land owned by apublic authority may be available as anasset transfer, possibly at little cost. Seehttp://locality.org.uk/resources/?locality_theme=46&resource_type=153&archive_order=date

Land Preparation: Depending on theprevious use and condition of land, it mayneed differing levels of preparation to makeit fit for development. Reclamation worksmay be necessary to address issues likecontamination, contour, instability orremoval or infilling of physical structures(such as basements from previousdevelopment). Such works can haveconsiderable cost implications and canhugely affect the viability of different sites.

Building Costs: At an early stage, anestimated price may be calculated on acost per square metre basis, but this willvary according to the quality of thematerials to be used and the technology tobe incorporated. As a scheme is designed inmore detail, more accurate and itemisedcostings may be developed. The cost ofrefurbishing buildings is often cheaper, butcan be more expensive per square metrethan new-build.

Fitting-Out: Fitting out costs may includethings like furniture, IT, communications,equipment, and supplies (see later sectionon Ongoing Management).

Shared Areas: Various kinds of developmentlike housing, commercial or communityspaces are likely to need shared areas, suchas corridors, lifts and bin storage, carparking, laundries and swimming pools.

Infrastructure: Larger developments mayneed to allow for the costs of new accessroads and other contributions to publicinfrastructure.

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Finding FundingOne of the greatest challenges in delivering community projects is puttingtogether the funding to cover the capital costs. This section deals with projectcosts and funding issues.

Consultancy Fees: Fees charged byarchitects, quantity surveyors and structural,mechanical and electrical engineers areusually calculated as a percentage of thetotal contract costs (usually 10%-12%).

Others: Other items to consider include:legal fees; planning and building regulationsapplication fees; surveys; demolition costs;market research; bank charges; recruitmentcosts; registrations; insurance, etc.

PartnershipsFor larger and more complex developmentsit will often be practical to work in partnershipwith others who can provide support,specialist expertise, manpower and access tofunding. It is also important to understandthe value that your organisation can bringinto a partnership with others from thepublic, private or voluntary sectors. Workingin partnership may also reduce competitionfor your facilities and services.

ALERT Partnership working also has itsdisadvantages; some of the control over theproject is handed over, so it is best to havea clear understanding of each organisation’srole and what each party is to deliver fromthe outset. This can be clarified within‘terms of reference’ for the partnership orthrough a ‘memorandum of understanding’.

Local Authorities control significantbudgets and have responsibility for a rangeof social, environmental and economicconcerns in their area. You may find thatthe local authority, or at least individualofficers or teams within it, have similarobjectives to your organisation. They maybe able to provide officer support as well asfunding towards the development, and maybe able to make a longer-termcommitment as a tenant or partner in thecompleted development. As a localcommunity-led organisation you may beable to help them engage with specificsections of the community, access fundingfor which they would not normally beeligible and provide a base and a focus foractivity in the local area.

Other Public Sector Authorities such aseducational providers, health agencies, andthe police, fire and rescue services alsohave large budgets and are often keen towork with local community organisations.Again, they may have objectives incommon with your organisation and maybe able to provide funding and expertise.

Developers may be a solution to deliveringprojects. Clearly, developers have a profitmotive which needs to be accommodatedin any partnership or contract. Developersmay consider contributing to communityprojects as a means to complementinglarger development schemes in the area.

Registered Providers (RPs) are often naturalpartners for housing-based development,bringing considerable skills in developingand delivering development schemes.

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Public FundingGrants are non-returnable funds providedto finance projects. There are numeroustypes and sources of grant funding, themajority of which will relate to a particulartype of project, aim to create specificoutputs or outcomes, or relate to a definedgeographical area. It is necessary toresearch and find funders whose aims arecompatible with the proposed community-led development. Community organisationsoften ally themselves with one or morenetworks, such as Locality or the CLTNetwork, in order to keep up to date withthe latest information on funding bodiesand programmes.

Central government grants: These are usedto stimulate economic, social and/orenvironmental outcomes and often comewith specific conditions relating to thedevelopment of the project or thecommunity benefits that will result from itsimplementation. Details of grant schemesare published on central and localgovernment websites.

FYI: Other websites also give helpfulinformation about grant funding, forexample www.mycommunityrights.org.ukwhich provides details of grants throughSocial Investment Business and the Homesand Communities Agency. These funds tiein with the Community Rights agenda andcould prove helpful to community ledbuilding projects.

European grants: These are available withinthe UK, particularly in areas that are viewedto be falling behind in their development.This funding is centred on employment –vocational training, creating new jobs andproviding the infrastructure to accommodateand support businesses. European fundingusually is provided to ‘match’ other investmentor grants (generally 50%) and is often regardedas overly bureaucratic by small organisations.

Lottery funding: Lottery funds are distributedin the UK through 12 independent organisations(www.lotterygoodcauses.org.uk). The ‘goodcauses’ include arts, sport, heritage and arange of community support streams thatencompass education, environment, healthand charities. With the exception of somesmall grants, funding is offered to match theapplicant’s owns funds or other sources.

Funding from charities and foundations:There are numerous grant-making charitiesthat provide funding for community-ledorganisations and projects. Some largecompanies also have foundations orcharitable arms that support good causes intheir locality or within their sphere ofinterest. Your local Council for VoluntaryServices (CVS) or Voluntary Action may beable to assist you to find appropriatefunders. Good directories of funders arepublished by the Directory of Social Change.Alternatively free advice/information isavailable from NCVO at Funding Central http://www.fundingcentral.org.uk/default.aspx

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The village of Lyvennet,Courtesy of Lyvennet Community Trust.

Loans Loans are funds made available over a setperiod. The amount borrowed has to berepaid together with any interest over anagreed repayment schedule. There are awide variety of types of loan financeavailable, offering different interest ratesand usually including arrangement fees.Commercial loans are available from banksand building societies, although there arean increasing number of social investors setup to support community and voluntarysector enterprises.

Ethical banks, such as Charity Bank(www.charitybank.org), have specialistknowledge in the sector and can provideflexible tailored loans. For details of possiblesources of social investment this guidefrom Big Society Capital may be helpful: www.bigsocietycapital.com/seeking-investment Other organisations, such asthe Architectural Heritage Fund(www.ahfund.org.uk) and Social InvestmentBusiness (www.sibgroup.org.uk) can offercombined loans and grants, and supportwith business planning. These are rollingfunds where the repaid money is reinvestedin new projects.

Some local authorities will also provide loansor loan guarantees and the government hasestablished the rolling Growing Places Fundto unlock stalled development to generatejobs and housing, accessed through LocalEnterprise Partnerships (LEPs).

Fund-raisingCommunity Shares can be issued by co-operatives or community benefit societies.The shares can be withdrawn, in that theycan only be sold back to the issuing societyunder set conditions, rather thantransferred between owners. There hasbeen a resurgence of interest in communityshares over the past few years with sharesbeing offered in community ventures fromfootball clubs to power generation(www.communityshares.org.uk).

Sponsorship deals can be made withcommercial companies who will providefinance, resources or services in return forhaving their branding or advertisementsdisplayed on buildings or literature.

Donations are gifts made to charitableorganisations and can be large or small,one-off or regular. Many charities takeadvantage of Gift Aid, which is a way toincrease the value of monetary gifts fromUK taxpayers by claiming back the basic taxpaid by the donor. This increases donationsby a quarter (www.hmrc.gov.uk). Donationscan also be made in resources orconstruction materials.

Bonds can be issued by charities and socialenterprises as a form of long-term debt toexpand business operations. An organisationmay be able to issue bonds if it has a viableunderlying source of revenue such as aletting income, with which to repay thebond holders. (www.knowhownonprofit.org)

Innovative Approaches – The Internet andsocial media has opened up a number ofinnovative approaches such as crowd-funding. This involves the pooling of moneyby networked individuals, usually throughonline campaigns.

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Stakeholder and CommunityEngagement and Consultation Early (pre-design) engagement with thelocal community and key stakeholders isstrongly recommended. Ongoingcommunity engagement can be used toinvolve people in finding solutions toparticular problems and shaping theproject.

ALERT This is part of the information gatheringprocess, ensuring that the project is based ona good understanding of local circumstances,issues and opinions. It informs marketresearch and feasibility stages. It raisesawareness of the project. It helps to avoidconflict, cost and delay at later stages,especially the planning consents stage.Funding bodies often require evidence ofcommunity engagement and consultation.

Once a draft scheme is produced, it may besubjected to consultation. If there has beenrobust community engagement at earlierstages, it greatly reduces the chance ofadverse reactions at the consultation stage.

Developing the Project BriefBy this stage, there should already be aproject brief, setting out the purpose,functions, quality, outcomes, budget andother parameters. However, this will needto be developed to a sufficient level ofdetail to underpin the selection of aprofessional design team and to guide thedesign process for the proposeddevelopment.

ALERT Make sure you have appropriateprofessional support to prepare a projectbrief. See Locality Brokers

To achieve this, it will need to include:

• the purpose , aims and ethos of thecommunity organisation leading theproject.

• the purpose and aims of thedevelopment.

• required outcomes.• details of all the functions that need to

be accommodated.• the budget available.• any special needs or standards that the

development needs to meet.• other relevant information.• the role of the professional team.

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Developing and DesigningYour ProjectThe project development and design stage is crucial, both in ensuringsmooth delivery at the construction phase, and making sure that the endresult is fit for purpose and delivers quality and value for money. This sectiondeals with the development and design phase of projects.

Courtesy of LyvennetCommunity Trust

The roles to be fulfilled by the professionalteam may vary greatly and could depend onthe available skills within the client organisation,budget available and the nature of theproject. Possible activities to include are:

• designing the project.• producing plans to gain different

consents.• obtaining consents.• running or participating in community or

stakeholder engagement events.• early site works e.g. environmental

assessments.• on-site project management of physical

works.• contract management (contractors).• producing cashflow forecasts and

supporting applications for fundingdraw-downs.

• health and safety issues.

Professional Team SelectionFor all but the simplest projects, it will benecessary to select a professional team toundertake the design, costing and specificationof the project and oversee the constructionof stage. Selection of the right professionalteam is a crucial step in delivering high-quality, effective and sustainable projects.Appointing the wrong professional teamcan compromise a project or lead to itsfailure. A common and fundamental mistakeis to appoint under-skilled professionalteams in the interests of cost-cutting. Inreality, this is often a very expensive mistake.

It is necessary to ensure that the professionalteam in question has the range of professionaldisciplines, skills and experience to dealwith the kind of development proposed, thesite or buildings involved, and to respond tothe ethos and aims of the client.

FYI Locality Brokers partners propertyprofessionals with community enterprisesto help create mutual benefit and ensuretheir project to transform land and buildingsgets off to a good start. This service aims toprovide help and advice at the criticalpreparation stages of an asset project’sdevelopment. The service helps groups tosecure the skills and services of propertyprofessionals and the right time on the rightbasis.

The project brief previously described willsupport the selection process and shouldbe accompanied by a specification for theprofessional team. This should include:

• the skills, experience, and track recordrequired.

• details of information required to supportany submission, including references,levels of insurance, accounts, etc.

Professional teams may be approached byinvitation or through an open process.There are various ways of selectingprofessional teams. These include:

Competitions: These could involve submissionof conceptual sketches and/or interviews.Formal Tendering: Funders may requiretendering to be undertaken.Informal Selection: More informalselection, such as invited interviews.

Selection panels may be assembled. Theseshould include members of the client body,but can also include external specialists,such as local authority or independentprofessionals. It is very important to use aclear selection criteria and scoring mechanismbased on the brief. This helps to ensure anddemonstrate that a rigorous and fair processhas been followed.

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ALERT There are many different types ofcontract for professional support. Ensureyou have good advice when appointing aprofessional team. Also take care to ensurethat you have strong governance and areable to exert appropriate controls over theprofessional team.

The selection criteria will vary according tothe nature of the project, but is likely toinclude things like:

• the skills and experience and trackrecord of the team identified.

• their capacity to undertake the work inthe timescale.

• their understanding of the brief.• the merit of submitted concept.• the proposed professional fees.

Due diligence may include consideration ofreferences, bank account details, insuranceand other relevant details.

Design ProcessOnce a professional team has beenselected, there will be an initial meeting toclarify the brief and discuss how the clientand professional team will work together.This will set out the regularity of meetings,other operational arrangements and theclient's requirements and expectations.

ALERT The initial meeting should also setout how decision making will take place, whois responsible for budgetary control and anyincentives for achieving cost savings.

Outline design proposals should be preparedand agreed before time and money isinvested in preparing detailed plans.Depending on the complexity of the project,this may require several meetings. Onlywhen the client is happy with the outlineproposal, may detailed plans be produced.

A certain level of detail will be necessary toobtain planning consents, building regulationsand other consents. Plans with yet moredetail will be required at a later stage toinform the actual construction process. FYI(separate section) The Royal Institute ofBritish Architects (RIBA) has a scale ofproject stages, reflecting these differentlevels of detail (www.architecture.com).

Appointed professional teams will oftentake on responsibility for liaising withregulating bodies and gaining necessaryconsents, though this may not always bethe case, especially for smaller and lesscomplex projects.

Detailed CostingsEvery stage of project development shouldbe accompanied by estimates of the likelyproject cost. These enable project budgetsto be established at the outset andmonitored as the design progresses toensure ongoing alignment to availablefunding. Early estimates of cost need to beconsidered within a range of potentialoutcomes either side of a central figure. Asthe design becomes more detailed, it willbe possible to develop more accurateestimates of project delivery cost. At theoutline stage, the group will need to beassured that cost estimates fit in with theavailable budget, with flexibility forcontingencies. The scheme should onlyprogress to more detailed stages when thecommunity group is satisfied that deliverywithin budget is possible.

As detailed plans are produced, estimatesmay be broken down to give a clearer idea ofthe costs of different aspects of construction.These detailed costings will provide a basisfor the project plan and for financialmonitoring at the project delivery stage.

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Planning ConsentsThe planning system is concerned with theuse and development of land (and buildings).It considers the social, economic andenvironmental impacts of development.Community groups need to gain planningpermission for any development of land orbuildings. Development includes new buildor alterations and extensions of existingbuildings and structures. It also includesmany changes of use of land or buildings.

Planning permission may be obtained bysubmitting a planning application to thelocal planning authority. This should includeplans of the proposed development andsometimes supporting statements orreports, depending on the nature andcomplexity of the proposal. There is a rightof appeal to the Planning Inspectorate ifplanning permission is refused.

Planning permission can also be gained bycertain community organisations or localcouncils through a Community Right toBuild Order. Such an order will includeplans and written details of thedevelopment proposed, similar to thosethat would accompany a planningapplication. These have to be publicisedand be subject to formal consultation. Thenthey need to be submitted to the localplanning authority, which will arrange for anindependent examination to ensure that thescheme meets certain ‘basic conditions’which are set out in the legislation. Ifsuccessful, the scheme will then be thesubject of a public referendum.

FYI The Community Right to Build wasintroduced under the Localism Act of 2011For more information, see(www.mycommunityrights.org.uk).

Where a project involves listed buildings,then Listed Building Consent may also berequired. Certain advertisements (such aslarger or illuminated shop signs) mayrequire advertisement consent.

It is advisable to speak to the local planningauthority at an early stage to discuss whatconsents are required and the likelihood ofthem being granted.

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Checking Regulatory Bodiesand Statutory ConsentsBefore a project may progress, and often before land is acquired or fundingbids are submitted, it is necessary to make sure the required permissions areobtained and standards are met. This section deals with statutory consents.

Planning permissions may be granted subjectto conditions or subject to the signing of aSection 106 Obligation. These can restrictdevelopment, require certain works to takeplace or require details to be agreed.

More advice on planning can be obtainedthrough the Planning Portal(www.planningportal.gov.uk).

Building Regulations, Fireand AccessBuilding regulations are universallyapplicable to all building works whethernew build or alterations to existingbuildings. The Local Authority or theprofessional team will be able to provideguidance on such matters. Building regulationsubmissions are made in addition to andseparately from planning applications andare subject to payment of fees. Buildingregulation matters may be resolved witheither the Local Authority or licensedindependent practitioners. The regulationsare concerned with the structural integrityand physical performance of development.They require building works to meetminimum standards of construction inareas such as foundations, walls, floors,roofs, electrical installations, utilities, fireresistance and escapes, ventilation, disabledaccess, and building performance (e.g.insulation and energy efficiency).

Environmental HealthThe environmental health department ofthe local authority will be responsible forensuring that any public facility complieswith environmental health legislation. Earlydiscussions with the local authority arenecessary as part of the design process.

HighwaysNew accesses onto more major roads willrequire the permission of the highwaysauthority. Changes to highways toaccommodate new development may needto be undertaken by the highway authorityand may be the subject of planningconditions or a Section 106 Obligation.

Other Regulating BodiesThere are a range of other regulatingbodies, such as statutory undertakers(power, water, communications, etc.),which may need to be consulted orinvolved in the project developmentprocess. There are also public agencies,such as the Environment Agency, EnglishHeritage and Natural England.(www.environment-agency.gov.uk,www.english-heritage.org.uk,www.naturalengland.org.uk).

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