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Revised strategy

Delivery Strand: Governance

5.4 The Bird Aware Partnership benefits from strong Governance arrangements being in place, with decision makers knowledgeable about the purpose and aims of the Partnership and intent on enabling its ongoing success. Scrutiny provided by the Partnership for South Hampshire further ensures robust processes are upheld and integral to the work of the Partnership. In Footprint Ecology’s review of the Partnership’s first 5 years, it found that Bird Aware Solent was identified as ‘well run, organised and professional’ and that there was a ‘smooth process for mitigation delivery’.

5.5 The Partnership will continue under the existing governance structure for decision making, whilst continuing to make use of a series of specialist knowledge skill sets within the wider Partnership to inform reporting procedures, recommendations and outcomes.

5.6 The Project Board is committed to regular reviews and ongoing evaluation of the Partnership, its workstreams, Team and outputs. The Project Board also takes time to reflect on its leadership and contribution to the work of Bird Aware, in a way that enables the Project Board to remain agile and capable of adapting to changing circumstances.

5.7 In the coming period, the Partnership will also expand its activities and priorities to cover the following:

WhatWhy
G1 Team Manager1 x FTE Team Manager required As the Bird Aware Team has grown and the scope of its work has developed, a Team Manager position is now required. This is to manage and oversee work packages and ensure the effective and efficient delivery of the strategy.
G2 Review lifespanPeriodically review the strategy period with the expectation of extending the length of the strategy beyond 2050.To support emerging local plans with dates beyond 2050 and to continue meeting the mitigation needs of coastal birds.
G3 In-perpetuity fundingPeriodically review in-perpetuity period, both operationally and financially.To ensure the level of mitigation delivered is fit for purpose during this period.
G4 Annual away dayHold an annual away day of Board members and other key personnel as appropriate (operational staff and Partnership for South Hampshire (PfSH)).Regular internal review of progress and knowledge sharing to ensure strategic aims continue to be met efficiently.
G5 Ranger ShadowingExpectation that key personnel as appropriate (Board members and Steering Group members and PfSH) accompany a Ranger on an operational site patrol, with an expected frequency of annually.This lifts the project from abstract paper reports and brings a sense of its practical delivery: it will demonstrate the reality of the delivery and scope of the project to the governance team.
G6 Endorsement of in-kind contributions Request ratification by PfSH of continuation of in-kind contribution from partners.Some of the key services (procurement, legal, financial and so on) are provided by partners in-kind. A formal commitment of these contributions will ensure the successful continuation of the Partnership and the ongoing smooth delivery of these services.
G7 External AwardsContinue to seek opportunities to submit into local and national industry awards.Maintain and boost profile through peer recognition.