A Charitable Company Limited by Guarantee
**Annual Report and Financial Statements For the year ending 31 March 2022**
> Registered Charity (No. 295336) Company Limited by Guarantee in England and Wales (No.2045556)Annual report and Financial Statements for the year ended 31 March 2022 ‹‹ 1 Registered office: 7–14 Great Dover Street, London SE1 4YR
> www.cnp.org.uk **www.cnp.org.uk**
|**TABLE OF CONTENTS**||
|---|---|
|**Trustees’ Report**|**3**|
|**About Campaign for National Parks**|**4**|
|**An introduction from our Chair**|**6**|
|**Highlights from 2021/22**|**8**|
|**Looking ahead to 2022/23**|**15**|
|**Equality, diversity and inclusion**|**17**|
|**Financial review**|**19**|
|**Governance and management**|**22**|
|**Statement of Trustees’**|**24**|
|**responsibilities**||
|**Independent examiner’s report**|**25**|
|**Statement of fnancial activities for**|**26**|
|**the year ended 31 March 2022**||
|**Balance sheet**|**27**|
|**Notes to the fnancial statements**|**28**|
|**Acknowledgements**|**35**|
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## **Trustees’ Report**
Trustees present their Report and Financial Statements for Campaign for National Parks, for the year ending 31 March 2022. The Financial Statements have been prepared in accordance with the Charities SORP (FRS 102) and all other applicable accounting and reporting standards.
## **Our charitable objectives**
- To promote the protection, conservation and enhancement of National Parks for public benefit;
- To promote the quiet enjoyment of National Parks and the appreciation of their natural beauty by the public in an informed and understanding manner;
- To advance public education in, and understanding of, National
Parks through the provision of educational material and by other means;
- To promote and undertake research into issues affecting the conservation and enjoyment of National Parks and to make public the useful results of any such research.
The Trustees have paid due regard to the Charity Commission guidance on delivering public benefit in deciding what activities Campaign for National Parks should undertake in pursuit of these objectives and in exercising any powers or duties to which the guidance is relevant. A summary of the main activities undertaken by the charity over the last year to achieve our objectives for public benefit is overleaf.
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## **About Campaign for National Parks**
Our first campaign resulted in the creation of our National Parks. Now, we campaign for more, for stronger protections and urgent action, to fight for nature, tackle climate change and to safeguard natural beauty for future generations. We campaign so that everyone, no matter their background, can enjoy and take action for the future of our most amazing landscapes.
## **Campaign for National**
**Parks** is the only independent charity dedicated to securing the future of National Parks in England and Wales. Our independence from Government means we can speak out for all Protected Landscapes when no one else can.
## Our misson
## Our vision
**National Parks are beautiful and inspirational places enjoyed and valued by all.**
**To inspire everyone to enjoy and look after National Parks.**
## Our strategic aims
For the period April 2018-March 2023
1. National Parks in England and Wales are protected and enhanced to sustain their special qualities now and in the future.
2. The beauty and importance of the English and Welsh National Parks are better understood and valued, and more people are able to access and enjoy them.
We bring together a campaigning collective of organisations and individuals from all walks of life and ages, all National Parks and beyond, united in common cause to protect and enhance these amazing landscapes for nature, for climate, for everyone.
## **Trustees**
Kate Ashbrook (FROM NOV 2021) Anna Bedford (UNTIL NOV 2021) Sue Beaumont (FROM NOV 2021) Catherine Broomfield Judith Cooke Rosie MacIver Nick Holliday (UNTIL NOV 2021) Susie Rabin Ian Rowat (vice chair) Bill Swan (honorary treasurer) Richard Stones Janette Ward (chair) Simon Winch
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## **Management**
The Board delegates responsibility for the dayto-day management of Campaign for National Parks to our Chief Executive. The Board appointed Dr Rose O’Neill permanent Chief Executive in September 2021. Anita Konrad was interim Chief Executive for the period of June 2020 – September 2021 (with thanks to Anita for her leadership).
## **Bankers**
Barclays Bank plc 7 St John’s Hill London SW11 1TR
Lloyds TSB plc 22 Southampton Street London WC2E 7JB
CCLA Investment Management Ltd 80 Cheapside London EC2V 6DZ
## **Independent Examiner**
Gavin Williams BFP BSc FCA DChA Premier FD Limited 51, Cardiff Road Bedfordshire, LU1 1PP
## **Standing Counsel**
Ned Westaway Barrister Francis Taylor Building Inner Temple London EC4Y 7BY
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C A I R N G O R M S
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N O R T H U M B E R L A N D
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G L A S G O W
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M A N C H E S T E R
L I V E R P O O L S H E F F I E L D
B A N G O R
P E A K
S N O W D O N I A
D I S T R I C T
B I R M I N G H A M N O R W I C H
P E M B R O K E S H I R E
B R E C O N
C O A S T T H E
B E A C O N S
B R O A D S
S T D A V I D S
S W A N S E A C A R D I F F
B R I S T O L
L O N D O N
E X M O O R
B R I G H T O N
D A R T M O O R P O R T S M O U T H
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N E W F O R E S T
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## **An introduction from our Chair**
## **What an incredible year:**
one when our National Parks and protected landscapes have never been more important. As we emerged from the pandemic, millions of people found adventure and recovery enjoying the wonders of these special places, many for the first time. Our movement is growing, with a new and diverse generation of campaigners and adventurers. Our cause is increasingly relevant and vital in the context of the climate and nature emergency, and with the weight of evidence linking nature with physical and mental health. Our cause is one of both environmental and social justice.
A goal for the year was to highlight the climate emergency in National Parks. Our research showed how these places, with the right management, can play a critical role in action for climate change adaptation and mitigation. Our protected landscapes will significantly change over the coming decades, and we believe that it is vital that people who live, rely on and enjoy these special places have a voice in that future. No doubt, without this, efforts for resilience and protecting nature and beauty long term will fail. Our joint campaign with National Park Societies also highlighted how we need to ensure climate action needs to be done in the right way.
As world leaders committed to protecting at least 30% of the planet by 2030, we have been exploring how National Parks can and must play a much greater role in nature recovery in England and Wales. The campaign led by our forebears over 70 years ago to establish National Parks as areas to protect and enhance natural beauty is strongly prescient, yet the protections created since then have not been able to halt biodiversity loss and the degradation of ecosystems. With support from our partners, we have been exploring how these laws can be updated to put nature recovery at the heart of National Parks and facilitate the urgent action that is needed.
In this last year, we have seen long-standing campaigns come into fruition. Our campaign to reduce the number of giant pylons blighting beautiful landscapes took a major step forward with National Grid beginning construction of a multi-million-pound project to bury eyesores in the Peak District, with planning consent granted for a similar project in Snowdonia National Park. In early 2021, the Westminster Government published new proposals for National Parks and protected landscapes, which strongly reflected our calls, our research and exemplars, marking a milestone and the success of five years of policy advocacy and campaigning. Government adopted
our recommendations with its proposals to bring landscapes legislation up to date, with new laws on nature, climate and equality. There is still work to be done to translate these Government proposals to action and we have been working with National Park Societies and our Council members to build the case for support and bring public voices into policy-making.
The year was also one of new opportunities: a new National Park proposed in Wales and an overwhelming response to our National Parks: New Perspectives scheme, which supports young storytellers in sharing their experiences and views for the future.
I am very grateful to the staff team who have worked with such dedication and fortitude throughout this period. We were also very pleased to welcome Dr Rose O’Neill as our permanent CEO. Also, thank you to the many organisations and individuals that have supported and enabled our work over the last year. This includes our hugely committed Trustee Board, the National Park Societies, our Council members, and the individuals that volunteer their time and expertise.
All our work was made possible thanks to our loyal Friends, generous supporters, and our partners. We have been incredibly grateful to benefit from gifts in
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wills left over this year, supporting a continuing legacy of National Parks protected for future generations.
Our mission is critical. Looking ahead, we will build on our strong campaigning heritage and all we have learnt. We will confront the challenges, and most especially take up the opportunities to achieve more for National Parks and Protected Landscapes. We will develop a bold and ambitious strategy to build our movement for nature-rich National Parks that everyone can enjoy.
## **Janette Ward, Chair, Campaign for National Parks**
_The year was also one of new opportunities: a new National Park proposed in Wales and an overwhelming response to our National Parks: New Perspectives scheme..._
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HIGHLIGHTS FROM 2021/22
## **Landscapes Review and the future of National Parks in England**
The Westminster Government’s response to the independent Landscapes Review was finally published in January 2022. In its response, the Government set out a number of recommendations for England, which reflected our long-term advocacy and campaigning efforts. Notably, the response had significant emphasis on nature recovery, following the findings of our 2018 **Raising the Bar report** , which showed that nature was little better inside National Parks than elsewhere. The Government’s response included legislative proposals that we have long been calling for, including prioritising nature and inclusion in statute, strengthening management plans and placing stronger duties on public bodies.
There were some omissions from the Government’s proposals including a lack of clear actions to take forward the Landscapes Review’s recommendations to ensure that landscapes are for everyone (inspired by our Mosaic project). There were no future funding commitments, and no specifics on how environmental land management schemes will target National Parks and Areas of Outstanding Natural Beauty to incentivise agriculture that supports nature recovery, enhances the landscape and improves public access. There was also a lack of any significant proposals to address transport and housing issues in National Parks.
_Whilst government support for the legislative changes is a crucial step forward (and a big milestone for our long-term campaign), the proposed legislation needs to be tabled and passed..._
Whilst government support for the legislative changes is a crucial step forward (and a big milestone for our long-term campaign), the proposed legislation needs to be tabled and passed and other proposals need to be actioned and omissions addressed. These will continue be a focus for us over the next period.
We also welcomed changes to national planning policy in England to ensure the settings of National Parks are given better protection.
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HIGHLIGHTS FROM 2021/22
## **National Parks and the Climate Emergency**
The changing climate is already having a significant impact on our National Parks in England and Wales. Wildfires, flooding and droughts are increasing. As extreme weather events become even more frequent, there is likely to be a progressively more noticeable effect on the landscape, wildlife and cultural heritage and the communities that live in and visit National Parks.
Our **National Parks and the Climate Emergency report** researched the policies and management needed to reduce carbon emissions and to adapt to the changes ahead. It showed that across the landscape community there is widespread agreement of the need to do more and great examples of how we might do it. But lack of investment, powers and policies to enable change was hindering the scale of ambition and urgency
of action. The research helped inform and provoke debate in the run-up to the UN Conference of the Parties climate meeting (COP26) in Glasgow in November 2021, including at the re-launched All-Party Parliamentary Group for National Parks, and with the Alliance for Welsh Designated Landscapes. It was also shared through the media supported by stark images of extreme weather, wildlife in decline and nature-based solutions from our **photography competition** , which highlighted the impact of climate change and the work underway to address it.
Our research found significant changes are needed if National Parks are to take a leading role in tackling the climate emergency. The scale of change required will have farreaching implications. This is why our report recommends
that governments support the establishment of Nature, People & Climate Commissions which bring together landowners, residents, visitors, non-visitors and experts to consider the changes needed and agree how they should be implemented. We are developing, and seeking funding for, a pilot Commission.
Our report and findings were shared with National Park Societies across England and Wales at the annual National Parks Societies conference, kindly hosted by North York Moors Association. As one National Park Society Chair said, “Climate breakdown has to be at the forefront of everything we do” and gave examples of how our national-level research was informing local action (using the report to successfully push for a greater focus on climate change with the National Park Authority).
_“Our relationship with National Park Societies is vital, it’s about us using the local, on the ground knowledge that Societies have and taking that to Government.”_
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HIGHLIGHTS FROM 2021/22
## **National Parks: New Perspectives**
Young people are the future of the National Parks movement – but access to National Parks and participation in decision-making are both dominated by older age groups. To begin to address this, we launched the National Parks: New Perspectives pilot scheme. It was themed around People, Nature and Climate, and was made possible thanks for our first digital crowd-funding appeal with The Big Give. We launched the project with a new Instagram channel and short paper-craft animation, created to support our social media strategy. We had a fantastic response from applicants and made awards to ten early-career communicators from diverse backgrounds to tell new stories, amplifying different perspectives. The scheme provided support including a financial bursary and media industry mentoring from our corporate supporter Ocean City Media. Bursaries were
awarded in January 2022 and the communicators have been working since then to create new films, leaflets and portraits for release in 2022/23. Throughout the project, we have learnt a lot about how we can better engage, champion and amplify the perspectives of young people, and how we can build youth leadership into our campaigning. This learning is informing future projects and our new Ambassador programme.
## **A new National Park in Wales**
The Welsh Government began plans to designate the first new National Park in Wales for over 60 years in north east Wales. The three existing National Parks in Wales received a 10% uplift in budgets. This followed joint campaigning with the Alliance for Welsh Designated Landscapes to develop a joint manifesto ahead of the Senedd election in May 2021. We worked with the Alliance over 2021/22 to develop campaigning priorities and plans to build our charity’s capacity in Wales, identifying the new National Park as a key area of focus for the coming years.
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## **Removing eyesores from beautiful landscapes**
Following years of campaigning and policy work in partnership with National Park Societies, Ofgem approved £43m funding to remove pylons and overhead powerlines in the Peak District National Park, replacing them with underground cables. It is the first project of its type in a National Park to secure both planning permission and funding approval and paves the way for similar projects in other National Parks to reduce the visual impact of existing overhead National Grid infrastructure. National Grid also gained planning consent for a similar project in Snowdonia.
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## **Future landscapes**
Alongside proposals to designate new Areas of Outstanding Natural Beauty, Natural England announced it would explore new landscape approaches. These would be different from National Parks and forms of designation – with no powers or statutory purposes – using new ways to connect people from city to sea with the principles and ethos that is at the heart of the National Parks movement. This builds on ideas for National Marine Parks and National Park Cities. To support and help develop very different and unique approaches, we have been appointed to the Natural England Landscape Advisory Panel and the Blue Marine Foundation’s National Marine Parks Strategic Working Group.
_...we called for the restoration and rewetting of peatlands of all types in National Parks, with the aim of bringing peatland into good condition or restoration management by 2030 at the latest._
## **Bold new peatland policy**
Following detailed research and advice from our Council and other experts, we published a new peatland policy statement. In it we called for the restoration and rewetting of peatlands of all types in National Parks, with the aim of bringing peatland into good condition or restoration management by 2030 at the latest. This includes calls for a stronger commitment to protecting existing areas of intact functioning peatland, halting further degradation by banning practices such as moorland burning, the use of disposable barbecues and the selling of peat for horticulture. Over the coming period, our policy advocacy will aim to secure these changes for England and Wales
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HIGHLIGHTS FROM 2021/22
## **National Park Protector Awards go digital**
In the midst of changing pandemic restrictions, our 2021 Park Protector Awards were held digitally. When we launched the awards following the re-opening after lockdown with record numbers of visitors, we knew that staff and volunteers had gone above and beyond not only to protect, but to share our National Parks with everyone at their time of need.
Lake District National Park’s Safer Lakes project was the overall winner of the main £1,000 prize. The partnership worked with local emergency services, landowners, conservation charities and volunteers to deal with pandemic-related issues including littering, irresponsible car parking and fires.
This year, we introduced a new award category for Volunteer of the Year, to celebrate the pivotal importance of volunteering in National Parks. The prize, which was voted for by the public, went to Rod Gentry, a voluntary Woodland Warden for Forestry England in South Downs National Park, who also runs the Friends of Friston Forest Facebook page advising visitors against littering, illegal camping and fires and dangerous parking in the Forest. Rod won a holiday stay in Lake District courtesy of our corporate supporters Ramblers Worldwide Holidays.
_“We’re quite emotional about winning this award, because the past year has been very challenging. Safer Lakes is something we’re really proud of. If you make it about the people, you protect the place.”_
TONY WATSON, HEAD OF VISITOR SERVICES AND COMMUNICATIONS AT LAKE DISTRICT NATIONAL PARK ON WINNING OUR PARK PROTECTOR AWARD
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## Looking ahead to 2022/23
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## **Looking ahead to 2022/23**
With a new Chief Executive and a clear steer from our Board, we have been developing our theory of change to further embolden our campaigning, our leadership and to build our profile and impact as the independent voice of National Parks. We have conducted a rapid review of policies, completed the priority updates (updating Health and Safety Policy and developing a new Hybrid Working Policy in light of the pandemic) and identified priorities for more substantive updates going forward (include IT, volunteering and safeguarding, and equality, diversity and inclusion).
**In February 2022, Trustees agreed our business plan for 2022/23. This included six key objectives to deliver by the end March 2023:**
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1 Lay the groundwork for new 2 Progress a new exemplar 3 Expand our campaigning base,
primary legislation for National National Park in Wales in amplifying diverse voices
Parks, building relationships partnership with the Alliance through our New Perspectives
and influencing to leverage for Welsh Designated scheme.
wide support and clear Landscapes.
commitments.
4 Launch our new strategy, 5 Support our staff as a happy 6 Strengthen relationships with
our supporters and achieve our
developed with our partners, and high performing team,
budget, with a fundraising growth
growing the movement for with new IT systems, ways of
objective for trusts and foundations
National Parks. working and recruitment.
and individuals, to enable us to
sustain uncertainty related to
legacy giving longer-term.
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_Campaign for National Parks is committed to driving inclusivity and addressing inequality in access and participation of National Parks._
## **Equality, diversity and inclusion**
Inspiring everyone to look after and enjoy our National Parks is central to everything we do. This means that equality, diversity and inclusion are crucial to the delivery of our charitable objectives: we campaign so that everyone across England and Wales, no matter where they live or their background, can access, protect and have a say in National Parks.
Campaign for National Parks is committed to driving inclusivity and addressing inequality in access and participation of National Parks. We know that our environmental sector is one of the least diverse in the UK and we are committed to creating an inclusive environment for staff, Trustees and volunteers, where everyone can contribute their best and develop to their full
potential. We have taken steps to understand and measure our own diversity, introducing new metrics to track socio-economic background, and working with others such as the Race Report and Wildlife and Countryside Link to learn from and contribute to understanding and action across our sector. These will be updated every year. We completed a rapid review of our Equality, Diversity and Inclusion policy and identified that this should be a focus for development and update in 2022–23, supported by staff and trustee training. For our recruitment, we developed skills and capabilities-based job descriptions (removing requirements for degrees or set years of experience) and introduced ‘blind’ recruitment to debias our processes.
Campaign for National Parks is a small charity that brings together through our leadership a big collective, enabling and increasing impact through working in partnership and changing policy and practice. We have committed to collaborating with and engaging a wider range of communities. This is why we launched our National Parks: New Perspectives programme, to amplify underrepresented voices and build our own connections and relevance with younger and diverse audiences. We have also taken time this last year to explore the legacy of our Mosaic project (which ended in 2016) and understand how we can embed learning in our organisation, our policy work and our projects, and build partnerships to develop legacy projects.
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## **The Mosaic legacy**
Originally launched by Campaign for National Parks in 2009, the Mosaic project was based on a successful community champion scheme, and it opened the doors to National Parks for thousands of people from low income or ethnic minority backgrounds who may otherwise not have experienced them. It created long-lasting relationships, with many alumni now working or volunteering in National Parks. The independent Landscapes Reviews in Wales (2015) and England (2019) both recommended Governments take forward Mosaic. However, significantly, such action was missing from the government responses. This year, we have been exploring Mosaic’s legacy and how we can ramp up campaigning to secure much-needed commitments.
_“We are looking not for projects, but for systemic change in the sector. We all need to work collaboratively and in partnership to make the sector more inclusive. Over the pandemic, we’ve seen more communities and groups are accessing and enjoying the outdoors; this is great, and these groups are on a journey to engagement and connectedness to the landscapes and nature. The community voices need to be in the boardrooms and be valued and recognised._
_Without leadership and investment, we will be in the same place in years to come. For National Parks and the sector, this is a journey, and like any journey it will not be a smooth one, but with the leadership we will reach our destination._
_Race equality work needs leadership, commitment and resources and to have clear KPIs which are measurable.”_
Mohammed Dhalech, independent member of our Council, worked on the Mosaic project a decade ago and continues to fly the flag as Chair of Mosaic Outdoors.
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## **Financial review**
Total income for the year was £403,876, with a surplus of £162,336. This was an increase of annual income £112,568 over 2021/22. Income was higher this year due to unexpected and generous legacy bequests. We benefited from unrestricted funding from the Esmée Fairbairn Foundation, the last year of a 5-year award, which has been critical to our resilience and sustainability over such an uncertain period. We were grateful to receive donations from the Patricia Routledge Charitable Trust and the John Spedan Lewis Foundation, alongside a number of significant donations from individuals and Friends.
## **Valuing volunteers**
Campaign for National Parks receives volunteer support in several different ways, including as Trustees, Ambassadors, individual Council members and ad hoc advisers contributing on specific projects. We are immensely grateful to all of them for their commitment to our cause, their expert insight and their time, all of which are invaluable. In line with SORP 2015, the contribution of volunteers has not been included in the Statement of Financial Activities, because the value of their contribution to the organisation cannot easily be quantified in financial terms.
## **Reserves policy**
Campaign for National Parks’ reserves policy is reviewed annually
by our Board of Trustees. Our policy is to hold unrestricted funds maintained at a level equivalent to between six and twelve months’ operational expenditure.
At the end of March 2022, unrestricted funds stood at £412,110 (2021: £249,774). Our reserves have exceeded our target range due to a combination of lower expenditure during the pandemic period (carrying staff vacancies whilst recruitment was paused) and unexpected and unusually high legacy donations.
Our plans are ambitious and we therefore plan to spend down on reserves over 2022/23 by increasing charitable expenditure to increase impact. We are in a development phase and growing, having recruited three staff members since the end of the financial period, with various projects and activities underway in 2022/23 to invest our unrestricted reserves, including:
- Investing in campaigning capacity, to enhance our external impact and secure changes in policy in response to significant opportunities;
- Investing in development capacity to understand and strategically plan for financial sustainability longer-term, in the context of an uncertain and changing economic environment;
- Increasing our communications capacity to inspire positive change, including strengthening our visual identity and brand including the redevelopment of our website and creating engaging content to grow audiences.
## **Restricted legacy bequest**
In autumn 2021, we received a restricted legacy donation of £316,799 to protect seven National Parks. Development of these ‘7 National Park Legacy Fund’ projects started in April 2022, so no income or expenditure is showing for the period to March 2022. This is showing on our balance sheet as deferred liability and will be released as income over the next four years as we deliver the project.
## **Fundraising approach**
We have a diverse income base with a strong grounding in individual giving, thanks to the loyalty and support of our many Friends. Our fundraising performance exceeded the budget for 2021/22.
Three quarters of our income was from individual supporters (legacies, regular donations and responses to appeals including crowd-funders). Over half was from legacy bequests from long-term individual Friends. We successfully participated in The Big Give Green Challenge Fund crowd-funder for the first time, attracting individual donations online, matched by a
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donation from the John Spedan Lewis Foundation.
We invested in a new cloud-based supporter database which enables secure online giving via our website and records GDPR consent for our communications. This will enable us to grow digital communications and fundraising and ensure good donor stewardship.
Generous multi-year funding from the Esmée Fairbairn Foundation has been critical to enabling us to be flexible and invest where we can have most impact. This included an award to allow us to invest in an independent evaluation of our ongoing work with National Park Societies, to help identify how we can be more impactful in our collaborative campaigning. We have identified there is opportunity for us to apply to secure support for our projects via a wider range of funders.
Alongside our ongoing corporate supporters, we welcomed new corporate supporters this year, including a unique partnership with Ocean City Media, which as well as financial support has been instrumental in providing mentoring and advice to young storytellers as part of our New Perspectives scheme.
## **Risk management**
Trustees have considered the risks to which Campaign for National Parks is exposed and have established systems for mitigating
those risks. This comprises:
- quarterly review of and updates on the risks the charity may face through a risk register;
- the establishment of systems and procedures to mitigate those risks identified in the register; and
- the implementation of procedures designed to minimise any potential impact on the charity should those risks materialise.
It is the delegated responsibility of the Chief Executive to ensure that the risk register is maintained and up to date. The risk register is reviewed at each Trustee Board meeting, ensuring that new risks are addressed as they arise.
Risks are also addressed through additional measures which include:
- an annual business plan;
- quarterly financial reviews through management accounts; and
- succession planning with the Trustees.
A Management Sub-committee of the Board, comprising the Chair, Vice-Chair and Treasurer, considers matters relating to financial management including employment of staff, making recommendations to the Board of Trustees.
The main risks requiring ongoing management last year were:
- The continuing Covid-19 situation. In response, we assessed the risks for the organisation and staff in particular on an ongoing basis. In order to minimise personal risks in line with government guidance, adjustments to working arrangements included working from home, ensuring all systems could be accessed remotely (requiring significant digital and IT transitions), providing regular updates for staff and Trustees, and closely monitoring the financial impact of the pandemic.
- Staff resources, relating to carrying unfilled vacancies and rising workload as a result of growing interest in National Parks. In response, we worked with Trustees to identify new roles and recruited to fill these, taking the team from three fulltime equivalent staff at the start of the period to four at the end, with two more staff starting early in the next period (in April and May 2022).
- Ability to raise sufficient unrestricted funds, recognising the unpredictable nature of legacy donations. We are working to address this by investing in new fundraising and development capacity and systems.
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## **Governance and management**
## **Governing document**
Campaign for National Parks is a Registered Charity (registered on 5 October 1986) and a Company Limited by Guarantee (incorporated on 11 August 1986).
Campaign for National Parks has no share capital and the liability of its members is limited to £1. The governing document is the Memorandum and Articles of Association adopted in 2010.
## **Our members and Council**
Our charity members include independent, individual members (appointed on the basis of their personal expertise and perspectives) and organisational members from a range of NGOs (including regional National Park Societies and national NGOs such as RSPB). These members fulfil both the advisory and governance roles as ‘voting members’ of our charity. They also form the basis of our Council.
The Council of Campaign for National Parks fulfil two roles:
- Advisory: provide advice, challenge and expertise to ensure we have impact, we are prioritising the most important campaigning issues and we maximise opportunities to promote the protection,
conservation and enhancement of National Parks for public benefit;
- Governance: vote in election of Trustees.
- The full list of our organisational Council members can be viewed on our website on https://www.cnp.org.uk/ourcouncil.
We also welcome a number of observers to Council meetings. Observers are not voting members of our charity, so not part of our governance.
Campaign for National Parks has a supporter scheme for the public (the Friends of National Parks), and a corporate supporter scheme. Neither the Friends nor the corporate supporters are voting members that form part of the charity’s governance.
## **Campaign for National Parks’ Board of Trustees**
Accountability and responsibility for the work of the organisation lies with the Board of Trustees. All Trustees must be members of the charity. The Trustees of the charity are the directors of the company. The Trustees have no interest in the company’s assets and receive no remuneration. We can have between seven and eleven Trustees.
The Trustees determine the policy direction of the charity. They meet quarterly, and have additional meetings as required. A five-year strategic plan to March 2023 covers this period. Trustees undertook a strategy review during the period, to inform development of a new strategy (programmed for 2022/23).
## **Appointment of Trustees**
Trustees appoint Honorary Officers including Chair, Vice Chair, Treasurer and chair of the nominations committee.
The Nominations Committee is a sub-committee of the Board of Trustees. It comprises up to five members, up to three of which will be existing Trustees and include the chair, and up to two voting members who are not Trustees, one of which should be a member of the organisation as a representative of a National Park Society. The committee leads the recruitment process for new Trustees and makes recommendations to the full Board of Trustees.
New Trustees will be proposed for election by the voting members at the Annual General Meeting.
The normal term of office for a Trustee is three calendar years. A Trustee is eligible for re-election for two further terms of three years.
22 » Annual report and Financial Statements for the year ended 31 March 2022
In exceptional cases, a Trustee is eligible for re-appointment following a full 9-year term, only after one year has elapsed and following a recruitment process.
The Trustees may choose to co-opt individuals during the year to fill a vacancy. Co-opted Trustees must stand down at the next AGM but are eligible to stand for election.
All new Trustees take part in induction programmes, with ongoing training and development as appropriate. Trustees carry out reviews of their skills base to ensure a good balance of skills and experience, with the last review completed in March 2022.
## **General Meetings**
Meetings of the members of the charity take place twice a year. As of the Annual General Meeting in November 2021 there were 48 voting members. Members discuss and advise on policy which informs the Trustees in their determinations. The November 2021 meeting explored visions of the future for National Parks, with contributions from members, the landscapes Minister Lord Benyon, Chief Executive of Natural England (and member) Marian Spain, and young Ambassador and new member Jessica Davison. To watch some of their contributions see
www.cnp.org.uk/news/nationalparks-future-focus-campaignnational-parks-council-meetingagm-2021
A General Meeting in February 2022 focused on the Government’s response to the Landscapes Review in England, with members’ advice informing Campaign for National Parks’ response to the consultation.
## **Management and staffing**
Day-to-day management is delegated to the Chief Executive, who reports regularly to the Chair and other Trustees. The Chief Executive and staff team work to deliver the priorities set in the annual business plan. Trustees review performance quarterly, against the annual budget and the business plan.
As responsible employers, the Trustees have approved policies relating to equalities and diversity, health and safety, and other matters affecting the workforce. All policies are updated in line with changes to legislation and bestpractice guidance and reviewed on an ongoing basis. This last year, we updated our health and safety policy, flexible working policy and introduced a new hybrid working policy to respond to changes related to the pandemic.
_As responsible employers, the Trustees have approved policies relating to equalities and diversity, health and safety, and other matters affecting the workforce._
Annual report and Financial Statements for the year ended 31 March 2022 ‹‹ 23
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## **Statement of Trustees’ responsibilities**
The Trustees (who are also directors of Campaign for National Parks for the purposes of company law) are responsible for preparing the Annual Report and Financial Statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
The financial statements must give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources of the charitable company for the year.
In preparing these financial statements, the Trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.
The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
In so far as the Trustees are aware:
- there is no relevant independent examination information of which the charitable company’s independent examiner is unaware; and
- the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant independent examination information and to establish that the independent examiner is aware of that information.
## **Fundraising activities**
The Trustees are fully responsible for the activities of the charity including fundraising. At each Trustee meeting both fundraising practices and performance are reviewed. The charity undertakes all fundraising activities in house under the dayto-day management of the Chief Executive. Campaign for National Parks adheres to the Fundraising Regulator’s Code of Fundraising Practice.
The Annual Report including the Trustees’ Report and Financial Report was approved and signed by the Board of Trustees on 3 November 2022.
**Janette Ward** Chair
**William Swan** Honorary Treasurer
24 » Annual report and Financial Statements for the year ended 31 March 2022
## **Independent examiner’s report**
## **Independent examiner’s report to the members of Campaign for National Parks**
I report on the financial statements of the company for the year ended 31 March 2022 as set out on pages 26 to 34.
## **Responsibilities and basis of report**
As the charity’s Trustees of the Company (who are also the directors of the company for the purposes of company law), you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (“the 2006 Act”).
Having satisfied myself that the accounts of the Company are not required to be audited for this year under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (“the 2011 Act”). In carrying out my examination, I have followed the Directions given by the Charity Commission (under section 145(5)(b) of the 2011 Act.
## **Independent examiner’s statement**
I have completed my examination. I confirm that no material matters have come to my attention (other than that disclosed below) which gives me cause to believe that:
- accounting records were not kept in accordance with section 386 of the Companies Act 2006; or
- the accounts do not accord with such records; or
- the accounts do not comply with relevant accounting requirements under section 396 of the Companies Act 2006 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination; or
- the accounts have not been prepared in accordance with the Charities SORP (FRS102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
## **Gavin Williams DChA BSc**
Premier FD Limited 51 Cardiff Road Bedfordshire, LU1 1PP
Annual report and Financial Statements for the year ended 31 March 2022 ‹‹ 25
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## **Statement of financial activities for the year ended 31 March 2022**
**----- Start of picture text -----**
(Incorporating the Income and Unrestricted Restricted 2022 2021
Expenditure Account) funds funds Total funds Total funds
£ £ £ £
INCOME AND Notes
ENDOWMENTS FROM:
Donations and legacies 358,512 358,512 228,102
Charitable activities
Grants and contracts 35,000 2,000 37,000 52,500
receivable
Investments 2,364 2,364 2,165
Other 6,000 6,000 8,541
Total income and
2 401,876 2,000 403,876 291,308
endowments
EXPENDITURE ON: Notes
Raising funds - (11,260) (11,260) (20,096)
Esmée Fairbairn (300)
Foundation
Charitable activities
Campaigning activities (228,120) (2,160) (230,280) (177,778)
Total resources
3 (239,380) (2,160) (241,540) (198,174)
expended
Net (outgoing)/incoming 162,496 (160) 162,336 93,133
resources for the year
before reallocation
between funds
Transfers between funds (160) 160 - -
Net movement in funds 162,336 - 162,336 93,133
Reconciliation of funds;
-
Total funds brought 249,774 249,774 156,641
forward
Total funds carried
13 412,110 - 412,110 249,774
forward
**----- End of picture text -----**
Movements in funds are explained in the notes on pages 28 to 34, which form part of these financial statements. All income and expenditure are derived from continuing activities.
26 » Annual report and Financial Statements for the year ended 31 March 2022
**----- Start of picture text -----**
Balance sheet 2022 2021
As at 31 March 2022
£ £
FIXED ASSETS: Notes
Intangible assets
Tangible assets 8
Investments 9 61,041 65,717
61,041 65,717
Total fixed assets
CURRENT ASSETS: Notes
Stocks
Debtors 10 14,430 20,935
Accrued Income 375
Cash at bank and in hand 672,327 236,263
Total current assets 686,757 257,573
LIABILITIES: Notes
Creditors: Amounts falling due within one year 11 (5,139) (3,516)
Deferred Liability (330,549) (70,000)
Net current assets or liabilities 184,057
Total assets less current liabilities 412,110 249,774
THE FUNDS OF THE CHARITY: Notes
Restricted income funds - -
Unrestricted funds 412,110 249,774
Total unrestricted funds
Total charity funds 412,110 249,774
**----- End of picture text -----**
The notes on the following pages 28 to 34 to form part of these Financial Statements.
The directors are satisfied that the company is entitled to exemption from the requirement to obtain an audit under section 477 of the Companies Act 2006 and that members have not required the company to obtain an audit in accordance with section 476 of the Act.
The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts. The accounts have been prepared in accordance with the provisions in Part 15 of the Companies Act 2006 applicable to companies subject to the small companies’ regime.
These financial statements were approved and authorised for issue by the Board of Trustees on 3 November 2022 and signed on their behalf by:
Registered company number 2045556 (England and Wales)
William Swan
Janette Ward
Annual report and Financial Statements for the year ended 31 March 2022 ‹‹ 27
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## **Notes to the financial statements**
## **1. Accounting policies**
concern basis in the preparation of these financial state.
of resources and the time spent on those activities.
## **a. Accounting convention**
The financial statements of the charitable company, which is a public benefit entity, are prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities (SORP 2015 – FRS 102 version), applicable accounting standards and the Companies Act 2006. The charity has taking advantage of the Small Entity provisions of FRS 102. The financial statements are presented in sterling (£).
## Going concern
The Trustees have assessed projected income to the end of 2022 and related plans for expenditure and use of reserves. Trustees believe they have set an achievable budget for 2022/23, which would see investment of our reserves, in accordance with our reserves policy, for public benefit and longevity of the charity. Trustees have considered the charity’s reserves position, strategic risks, the various income streams on which the charity relies, and the charity’s ability to withstand a fall in income.
Based on this information, the Trustees have concluded that Campaign for National Parks has adequate resources to continue activities for the foreseeable future. Accordingly, they continue to adopt the going
## **b. Fund accounting**
Unrestricted funds are available for the use at the discretion of the Trustees in furtherance of the charitable objectives of Campaign for National Parks.
Restricted funds are funds subject to specific restrictions imposed by donors. The purpose and use of the restricted funds is set out in the notes to the Financial Statements.
## **c. Incoming resources**
Income from all sources is accounted for on a receivable basis.
Income received during one financial year which relates to specific activities to be carried out in the following financial year is treated as a creditor. Gifts in kind represent services or goods provided free of charge and are included in income at an estimated cost where appropriate.
## **d. Resources expended**
All expenditure is accounted for on an accruals basis and has been listed under headings that aggregate all the costs directly attributable to that activity. Where costs (including overheads and irrecoverable VAT) cannot be directly attributed, they have been allocated to activities on a basis consistent with the use
Direct costs, including directly attributable salaries, are allocated on an actual basis to the areas of activity.
Governance costs are those incurred with the governance arrangements of the Charity which relate to the general running of the Charity as opposed to those costs associated with generating funds or charitable activities. In the case of Campaign for National Parks, governance costs are the costs of the audit of the Financial Statements, the costs of meetings of the Trustees, the costs of preparation of the statutory Financial Statements and any costs associated with constitutional and statutory requirements.
## **e. Tangible fixed assets and depreciation**
Tangible fixed assets are included at cost. Depreciation is provided to write off the cost of fixed assets over their estimated useful lives on a straight-line basis as follows:
• Furniture and equipment: 25% on cost (straight line)
• Computer equipment is not capitalised.
- **f. Pension costs**
Campaign for National Parks offers an enhanced workplace pension scheme, which staff
28 » Annual report and Financial Statements for the year ended 31 March 2022
are automatically enrolled in. Campaign for National Parks will make a contribution of 5% of gross salary to the pension scheme, with staff required to make a minimum contribution of 3% (unless they opt-out entirely). Pension costs are charged to the income and expenditure account as they become due.
- **g. Operating leases**
Operating lease rentals are charged to the income and expenditure account as they become due.
**h. Expenditure categories** Expenditure is allocated to one of two functional categories: (i) Costs of generating funds Costs of generating voluntary
income (fundraising, administration of the Friends of National Parks, production of newsletters for the Friends)
(ii) Charitable activities 1) The Oral History Project 2) Fighting Fund 3) Campaigning activities
**----- Start of picture text -----**
*2 Sources of income Unrestricted Restricted Total 2022 Total 2021
£ £ £ £
Donations and legacies
Donations 112,591 - 112,591 160,439
Legacies 245,921 245,921 67,663
Charitable activities
Grants 35,000 2,000 37,000 52,500
Investment 2,364 2,364 2,165
Other 6,000 6,000 8,541
Total 401,876 2,000 403,876 291,308
**----- End of picture text -----**
## **3 Resources expended**
**----- Start of picture text -----**
3 Resources expended
Staff (direct) Other (direct) Total 2022 Total 2021
costs costs
£ £ £ £
-
Raising funds 11,260 11,260 20,397
Charitable activities
-
Campaigning activities 230,280 230,280 177,778
Total resources expended - 241,540 241,540 198,175
**----- End of picture text -----**
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4 Analysis of resources expended Total 2022 Total 2021
£ £
Resources expended
Rent 17,142 24,000
Premises costs 2,731 862
Travel and subsistence 1,500 37
Printing and stationery 9,587 10,038
IT and equipment costs 7,400 8,871
Communications 14,554 6,711
Financial charges 10,856 1,742
159,751 135,567
Staff costs
Professional fees 14,581 6,064
Meetings and events 105 2,000
General expenses 3,333 2,282
241,540 198,174
**----- End of picture text -----**
|**5 Analysis of governance costs**|2021
£|2020
£|
|---|---|---|
|**Governance costs**|||
|Independent examination fee
Trustees’ expenses
Trustees other|**1,500**
**520**
**-**|1,500
-
-|
||**2,020**|1,500|
## **6 Net incoming (outgoing) resources**
**----- Start of picture text -----**
6 Net incoming (outgoing) resources
2021 2020
£ £
These are stated after charging:
Independent examination fee 1,500 1,500
- -
Depreciation (all fixed assets are fully depreciated)
-
Operating leases 14,124
**----- End of picture text -----**
30 » Annual report and Financial Statements for the year ended 31 March 2022
## **7 Trustee and employee information**
## **a. Trustee information**
No Trustees received any remuneration (none in 2021/22). During the year, Trustees received reimbursements of travelling expenses of £520 (£Nil in 2020/21).
## **b. Employee information**
Employee costs during the year (excluding recruitment, training and development) were:
||2022
£|2020
£|
|---|---|---|
|Salaries
Social security costs
Pension costs|**140,047**
**12,095**
**6,127**|109,860
11,076
1,027|
||**158,269**|121,963|
|Approximate average number of staf during the year (full-time equivalent)|**4**|3|
No employee received emoluments over £60,000.
## **8 Tangible fixed assets**
|**8 Tangible fxed assets**|Computer
equipment
£|Furniture and
equipment
£|**Total**
**£**|
|---|---|---|---|
|**Cost**||||
|At 1 April 2021
Additions
Disposals|11,420
-
-|11,671
-
-|**23,091**
**-**
**-**|
|At 31 March 2022|11,420|11,671|**23,091**|
|**Depreciation**
At 1 April 2021
Charge for period
Disposals|11,420
-
-|11,671
-
-|**23,091**
**-**
**-**|
|At 31 March 2022|11,420|11,671|**23,091**|
|**Net book values**||||
|At 31 March 2021 & 2022|-|-|-|
All assets are used in direct furtherance of the Charity’s objectives.
Annual report and Financial Statements for the year ended 31 March 2022 ‹‹ 31
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|**9 Investments**|2022
£|2021
£|
|---|---|---|
|At 31 March 2021|65,717|66,634|
|Additions
Disposal proceeds
Gain / (Loss) on revaluation|**-**
**-**
**(4,677)**|-
-
(917)|
|At 31 March 2022|**61,041**|65,717|
Investments comprise COIF Charities Fixed Interest Fund – Income Units.
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10 Debtors and prepayments 2022 2021
£ £
Grants receivable
Other debtors and prepayments 14,430 20,935
14,430 20,935
11 Creditors 2022 2021
£ £
Amounts falling due within one year
Accruals 5,139 3,516
Other creditors - -
5,139 3,516
12 Operating lease commitments 2022 2021
£ £
Annual operating commitments expiring:
Within one year
In the second to fifth years 14,124 2,517
- -
After five years
**----- End of picture text -----**
32 » Annual report and Financial Statements for the year ended 31 March 2022
## **13 Analysis of movements between funds**
**----- Start of picture text -----**
Balance at Income Expenditure Recharges Transfers Balance at
1 April 2021 31 March
2022
Analysis of movements
between funds 2022
Esmée Fairbairn - 2,000 (2,160) - 160 -
- - - - -
Donations and legacies 20,935
Total restricted funds - 2,000 (2,160) - 160 -
Unrestricted funds 249,774 401,876 (239,380) - (160) 412,110
Total funds 249,774 403,876 (241,540) - - 412,110
Balance at Income Expenditure Recharges Transfers Balance at
1 April 2020 31 March
2021
Analysis of movements
between funds 2021
comparative
Esmée Fairbairn 225 - (300) - 75 -
- - -
The Oral History Project 3,431 (3,431)
- -
Donations and legacies 15,000 (15,000)
Total restricted funds 3,656 15,000 (15,300) - (3,356) -
Unrestricted funds 152,985 276,308 (182,874) - 3,356 249,774
Total funds 156,641 291,308 (198,174) - - 249,774
**----- End of picture text -----**
## **Use of restricted funds**
## _Esmée Fairbairn Foundation_
We received funding to invest in developing our fundraising function and updating our fundraising strategy to support the charity’s future sustainability.
## _The Oral History Project_
All funding received to support the Oral History Project were expensed.
## _The 7 National Park Legacy Fund_
We received a legacy restricted to supporting our work to protect and enhance: the Brecon Beacons, Pembrokeshire Coast, Snowdonia, Lake District, Yorkshire Dales, North York Moors and Peak District National Parks. Development of this project will commence in April 2022.
Annual report and Financial Statements for the year ended 31 March 2022 ‹‹ 33
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**----- Start of picture text -----**
14 Analysis of net assets between funds 2022 Unrestricted Restricted Total funds
funds funds
£ £ £
Fixed assets - - -
Debtors 14,430 - 14,430
Deposits and cash at bank 350,528 321,799 672,327
Creditors (5,139) - (5,138)
Investment 61,041 - 61,041
420,860 321,799 742,659
**----- End of picture text -----**
## **Restricted legacy bequest**
In autumn 2021, we received a restricted legacy donation of £316,799 to protect seven National Parks. Development of these ‘7 National Park Legacy Fund’ projects started in April 2022, so no income or expenditure is showing for the period to March 2022.
We also received funding from Esmée Fairbairn Foundation in January 2022 restricted to support evaluation of collective campaigning with National Park Societies. Of the £7,000 gratefully received, £5,000 was deferred into the 2022/2023 financial year to align with expenditure.
**----- Start of picture text -----**
Analysis of net assets between funds 2021
Unrestricted Restricted Total funds
funds funds
£ £ £
Fixed assets - - -
Debtors 20,935 - 20,935
-
Deposits and cash at bank 236,263 236,263
Creditors (3,516) - (3,516)
Investment 65,717 - 65,717
319,399 - 319,399
**----- End of picture text -----**
## **15 Capital commitments**
At 31 March 2022 there were no capital commitments (none in 2021/22).
## **16 Related party transactions**
There were no related party transactions during the year (none in 2021/22).
## **17 Taxation**
No corporation tax has been allowed for in these Financial Statements because income of the Company, a registered Charity, is within the exemptions granted by Section 505 of the Income and Corporation Taxes Act 1988. The Charity has borne tax on its expenditure where appropriate.
34 » Annual report and Financial Statements for the year ended 31 March 2022
## **Acknowledgements**
We are sincerely grateful to all the individuals and organisations that support us, both financially and through other gifts such as their time and expertise. Their contributions enable us to protect, enhance and promote National Parks.
Although there are too many of you to list individually, we would like to say thank you to each and every one of our Friends and supporters, from individuals and families, including generous major donors, through to trusts and foundations and our corporate supporters. Our especial thanks go to the following:
## **Trusts, foundations and corporate supporters**
Esmée Fairbairn Foundation
John Spedan Lewis Foundation The Patricia Routledge Charitable Trust
Tarmac Ltd
Breedon Group Original Cottages Ocean City Media The Travel Chapter Hanson UK Siruss Ltd
## **The following supporters who generously left a gift in their will:**
Francis J Ashcroft
John M Barber Raymond Boulter Eileen Bowes Alison Chant Ann Rosemary Sayer John Stebbings Linda Tidey Diana Todd Adrianus W Vink Ian D Wildbore
## **National Park Societies**
Cymdeithas Eryri/Snowdonia Society
Dartmoor Preservation Association
Friends of Pembrokeshire Coast National Park
Friends of the Brecon Beacons (Brecon Beacons Park Society)
Friends of the Dales
Friends of the Lake District
Friends of the New Forest (New Forest Association)
Friends of the Peak District (CPRE Peak District & South Yorkshire)
Friends of the South Downs (South Downs Society) North Yorkshire Moors Association
The Broads Society The Exmoor Society
## **Organisational members of our Council**
British Mountaineering Council
Campaign for the Protection of Rural Wales
Camping and Caravanning Club Caravan and Motorhome Club CPRE - The Countryside Charity National Trust
Open Spaces Society
Ramblers RSPB Woodland Trust YHA (England & Wales)
Annual report and Financial Statements for the year ended 31 March 2022 ‹‹ 35
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OUR FORMER VICE-PRESIDENT, LIFELONG CAMPAIGNER AND FRIEND, LORD JUDD WHO SADLY DIED IN APRIL 2021, AGED 86. 36 » Annual report and Financial Statements for the year ended 31 March 2022