active part in the CCA, and ensure that we both transfer learning from our experience, and learn from others 27 Communication with community Consultations undertaken to date are just the starting point for the CCT. The CCT alone cannot deliver the objectives identified within this Plan. Only through the ongoing participation of CCT partners and the wider community (including businesses) can we hope to achieve our objectives and continue to grow the AONB economy. As a consequence we have some short term consultation events planned for the short term to accompany our medium and longer term approaches to engagement, communication and participation. In the short term this includes: Dissemination of the Economic Plan to local communities, through: Direct contact with those consulted during the consultation processes described above; Making the Economic Plan available through websites, including the AONB and key local community and private sector bodies; Requesting key organisations across BSB to disseminate the Economic Plan through newsletters and communications networks; News releases for local print and broadcast media; A meeting of the CCT in February 2016 to launch the Economic Plan and build on the delivery plans with the CCT and organisations that have been identified to take activities forward. CCT Logistics 28 Management of team The CCT currently operates collectively, chaired by the lead of the AONB team. The AONB team currently operate as the for the CCT. The CCT ‘secretariat’ meets monthly, or more often as required (for example through the consultation period over the Economic Plan). Appointments are made from individuals representing business, community groups and Parish Councils in the locality. We are currently building the membership, and obtained 39 expressions of interest in participating as a result of our recent local survey. While the CCT itself is not structured as a delivery body, it provides clear local oversight of the issues addressed in the Plan. In addition, individual members play an active part in communications, for example in the delivery of the ‘postcards’ publicising the consultation, and in talking to consultees. Individual members have excellent links to the local community and businesses.
active part in the CCA, and ensure that we both transfer learning from our experience, and learn from others 27 Communication with community Consultations undertaken to date are just the starting point for the CCT. The CCT alone cannot deliver the objectives identified within this Plan. Only through the ongoing participation of CCT partners and the wider community (including businesses) can we hope to achieve our objectives and continue to grow the AONB economy. As a consequence we have some short term consultation events planned for the short term to accompany our medium and longer term approaches to engagement, communication and participation. In the short term this includes: Dissemination of the Economic Plan to local communities, through: Direct contact with those consulted during the consultation processes described above; Making the Economic Plan available through websites, including the AONB and key local community and private sector bodies; Requesting key organisations across BSB to disseminate the Economic Plan through newsletters and communications networks; News releases for local print and broadcast media; A meeting of the CCT in February 2016 to launch the Economic Plan and build on the delivery plans with the CCT and organisations that have been identified to take activities forward. CCT Logistics 28 Management of team The CCT currently operates collectively, chaired by the lead of the AONB team. The AONB team currently operate as the ‘secretariat’ for the CCT. The CCT meets monthly, or more often as required (for example through the consultation period over the Economic Plan). Appointments are made from individuals representing business, community groups and Parish Councils in the locality. We are currently building the membership, and obtained 39 expressions of interest in participating as a result of our recent local survey. While the CCT itself is not structured as a delivery body, it provides clear local oversight of the issues addressed in the Plan. In addition, individual members play an active part in communications, for example in the delivery of the ‘postcards’ publicising the consultation, and in talking to consultees. Individual members have excellent links to the local community and businesses.