Desarrollo de la forma del valor Las tres formas de valor

3.2.1. Contents

A full AONB Management Plan should contain the following elements. They may be presented in a different order, or some elements might be contained within others, or split up and dealt with thematically in different sections of the document.

•

Introductory statement. This will set the context for the AONB and

its Management Plan in a forward looking and positive way, and explain why the Plan has been produced.

•

A Description of the AONB and an Assessment of its significance

and special qualities. Information about the area itself should stress aspects that give unity to the AONB as a whole, while also

identifying individual features or distinct zones within the AONB. In addition, the Plan should present background on the AONB as a legal entity, including for example the history rationale for its designation and an explanation of its current administrative

arrangements. Detailed information about membership of the AONB partnership and staffing of the AONB unit is probably best included in the appendices (see below). This prevents people viewing the Plan as something that only concerns the AONB partnership and unit.

Example 9

Policies in the Gower AONB Plan policies are zoned, but as the area is under one local authority, this does not undermine the coherence of the AONB as it might in other AONBs which fall within several different local authorities.

Mention should be made of all the major aspects of interest, covering both natural and cultural topics. However the description section of an AONB Management Plan should not go into enormous detail on any one aspect of the AONB. It is better to present a brief summary of key points, and to tell the reader where more detailed information can be found (for example, in a published landscape assessment or in a separate topic plan).

While much of the description will be factual some elements may be quite subjective. Indicate the basis for such subjective opinions, ideally referring to other documents or authorities.

High quality information about AONBs is not always available (see Appendix 3 on page 91). Much of the information about AONBs may be fragmentary or inconsistent, and Management Plans should acknowledge any sigsnificant data shortfalls. Making good these shortfalls might be identified as a priority action within the Plan itself.

•

Principal issues in the AONB. These will include current threats,

trends and pressures which are impacting on the special qualities identified above. It may be easiest to tackle this section by considering a range of topics, and any issues related to AONB designation. Mention will need to be made of broader government policies and other legislative context. It is important to distinguish clearly between factors which the AONB partnerships must accept as ‘givens’, and factors which the partnership (or constituent partners) can control, or seek to influence.

•

A report of the participative process used to produce the Plan, and

a summary of the main findings. This summary should bring out the ‘flavour’ of the responses and describe how it has influenced the development of the Plan.

The methods used for the process and the nature of the information gathered will help to determine the structure of the document. If, for example, rural economy and development issues were emphasised repeatedly and consistently in the participation stages these should be addressed by specific policies. They might be allocated their own sections in the Plan, or should be emphasised specifically in other relevant sections.

•

A Vision for the AONB’s future, in terms that are likely to secure

the commitment and/or arouse the curiosity of the reader. The vision should be specific to the AONB, not so general that it could be applied to almost any protected landscape. This vision should be memorable, framed in ‘plain English’, and preferably stated in as few words as possible. This is a long term view of where the AONB is going, typically looking forward 20-40 years.

•

Policies for the AONB. These will generally be presented in the

assessment of the AONB and to the different issues raised, and which, if achieved, will move the AONB towards the stated vision. Policies will normally include a statement of the methods by which the objectives will be addressed. Often there will be a number of different ways of achieving any objective, and this needs to be made clear (see Section 2.3.4 Analysis on page 39).

•

Tasks that need to be undertaken to achieve the objectives. These

will form the Action Plan, sometimes presented in the form of a table stating what needs to be done, by whom, and to what timescale.

•

Bibliography. A list of all the documents and other plans referred to

in producing the Plan (see Section 2.3.3 on page 38).

•

Appendices. These should contain information considered essential

to the plan, but which might clutter the main text. They may be presented separately from the main Plan.

Consider including:

*

Details of the AONB partnership: organisations who are part of the

partnership and names and positions of their representatives

*

Acknowledgement of all individuals and organisations who

contributed to Plan production.

Generally the Plan should not be cluttered up with detail from other plans, for example clauses from the legislation, quotes from Local Biodiversity Action Plans or specific policies from Regional Planning Guidance. If these are included - because it is felt they might give added authority to the Plan’s policies - then these too should be in the appendices, not in the main text.

3.2.2 Information

In addition to the above, every plan needs:

•

A title. This could just be “Management Plan for the Misty

Mountains Area of Outstanding Natural Beauty”, or it could be something more punchy. The Cotswolds AONB Plan in 1996 was entitled “A Future Challenge”, with the formal title as a sub-heading.

•

Dates. Date of Plan publication, and period covered by the Plan.

•

A map showing the boundaries of the AONB, within a regional or

sub-regional context (see further comment on maps in Section 3.41 Design matters on page 56).

•

Contact details for the AONB unit, including phone, email and

website information. This should be presented in a way that makes it clear that feedback and requests for further information will be welcomed.

Example 10

The contents page of the Suffolk Coasts and Heaths Management Strategy is a clear guide to its structure and content.

Example 11

The inside cover of the Norfolk Coast AONB Management Strategy contains the signatures of prominent representatives of all project partners.

•

Endorsements. The status of the final version of the Plan should be

clearly stated. If endorsement is given by other organisations and groups, in addition to members of the AONB partnership, this may increase the influence of the Plan. Local politics and the size of the partnership will determine whether it is helpful to include

photographs of the Chairs of critical groups, or the logos of key partner organisations.

•

A table of contents, possibly supported also by an index. Modern

word processing software means that both of these can be produced very quickly.

•

Copyright conditions, or perhaps a statement along the lines of

‘this publication or any section of it may be reproduced free of charge in any format or medium provided it is reproduced accurately and not used in a misleading context. The source of the material must be acknowledged’.

In document EL CAPITAL: CONCEPTOS FUNDAMENTALES (página 69-72)